Building Lean Products That Pivot
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Your customers are demanding more every day, and pushing you to deliver features faster than ever before. But do your systems let you move with the speed needed for achieving competitive advantage? This talk introduces concepts in system design that are driven by customers, and allow businesses to pivot faster, and with a higher level of confidence. Learn how to do just that using techniques such as: -Pragmatic software quality -Evolutionary architecture -Continuous Delivery -Properly organized IT
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Building Lean Products That Pivot
- 1. BUILDING LEAN PRODUCTS THAT CAN PIVOT Rebecca Parsons Chief Technology Officer ThoughtWorks 1
- 2. BUSINESS AGILITY 2 The virtuous cycle includes: Testable hypothesis Quick delivery and release Measurement and then repeat
- 3. 3 SO... WHAT DOES IT REALLY TAKE?
- 4. FACTORS Be prepared to change quickly and safely Visibility into progress and performance Experiment often Balance predictability and opportunities Rely on evidence not guesses 4
- 5. 5 AND HOW DO WE DO THAT?
- 6. TECHNIQUES 6 Focus on achieving pragmatic software quality Evolutionary architecture Continuous Delivery Properly organized IT
- 11. Cost control requires stability whereas Value generation requires responsiveness 11 DILEMMA
- 13. ACHIEVED BY 13 Architecting for real adaptability Keeping systems poised for change Lowering risk of experimentation Maximizing visibility and feedback Aligning the organization
- 14. THANK YOU For questions or suggestions: Rebecca Parsons Chief Technology Officer ThoughtWorks
Notes de l'éditeur
- Talk is on how a technology organization can support a rapidly evolving product
- Focus on enabling lots of smaller experiments. Lowers risk, makes big hit more likely…
- Talk about bit about what to measure wrt progress and performance - business metrics not just technical… give some examples of each
- May want to re-word these to be a bit less technical. Briefly define as more detailed slides ahead for each.
- Describe approach (focus on trends, readability and management of tech debt), benefits (faster time to market, focus on volatile areas), risks (in legacy situations, may take time), issues (training, tooling, monitoring and then acting on information). Find the places that matter and tie to customer engagement.
- Last responsible moment, understand requirements for the application, rely on evidence not guesses when making decisions. Don’t write code you don’t know you’ll need. Does not imply no central view. Does imply decisions need to be made with the context of BOTH the center and the teams
- Automation decreases deployment risks. You don’t have to allow un-gated flow to production, think about roll-back as well. Have the party be about the features not that the deployment didn’t crash the system. Not deploying is storing up risk.
- How are business and IT organized to work together
- Same organization can do both well, align around differentiators, think about what is utility and what isn’t.
- Lots of experiments, support customer engagement because things can change quickly AND safely
- Adaptability as the lost ility…