BE A POD OF DOLPHINS, NOT A DANCING ELEPHANT

•

4 j'aime•555 vues

his talk will present the core concepts of Exponential Business Agility, or XBA. XBA is a set of patterns for organising value streams around self-organising, autonomous teams, and is part of the XSCALE approach to scaling agile. XBA combines the Spotify model with practice patterns drawn from the Iroquois Confederacy, the most successful and longest-lived holarchy in history. Learn how Throughput Accounting optimises the contribution of each business function to top line throughput rather than blindly attempting to minimise operating expense. And discover how Self-Propagating Transformation avoids pushing change into pre-existing teams, programs or silos, but generates agile capability by grafting the kernel of a new culture onto the trunk of the old. Be a pod of dolphins, not a dancing elephant. Don’t try to scale agile. De-scale your organisation instead.

Technologie

eXponential
Simple
Continuous
Autonomous
Learning
Ecosystem
A L L I A N C E
Be a pod of dolphins
Not a dancing elephant

How can we really turn all the dials to 10

“The problem is that we don’t
understand the problem.”
- Paul MacCready

Getflow.com & Cyrus Molavi 2015
Workflow data says the most effective team size is 6.

The limiting factor in team
productivity is not the number
of bodies, but the number of
relationships to maintain

Collaboration Loop Limit
“The maximum number of conversations that have to happen
for any two people in an organization to collaborate.”

Managed Team
Team Size: 7
Collaboration Loop Limit: 4

Managed Program
Team Size: 43
Collaboration Loop Limit: 8

Program/Portfolio Management Office (“PMO”)
Team Size: 259
Collaboration Loop Limit: 12

Enterprise Project Management Office (“EPMO”)
Team Size: 1,555
Collaboration Loop Limit: 16

“Putting an agile team into a non-agile organization
is like giving a Ferrari to a bus driver.”

The people of the
longhouse had a
different solution
What if there was another way. An older, more human way.

What if there was another way. An older,
more human way.

A longhouse of tribes made a nation.
The five nations as a longhouse: The Haudenosaunee Confederacy.

Each bead is a
village of 500 –
1,000. Each
chain is a tribe
of 10 – 20,000
Haudenosaunee
Confederacy
Circa 1600

No centralized
decision-making.
Governance by
peer to peer treaties
Clans pick
representatives at
all levels.

Small meetings and Directly Responsible Individuals

Feature Squads
Split management into three parts:
Coach, Leader and Team.
Coach maintains timeframe and
ceremonies for making decisions.
If and only if the Team isn’t
unanimous, the Leader decides.
Motivating trade-offs to achieve
consensus without politics.
The Leader role ensures decisions
are always made in good time.
BUILDLEARN
MEASURE
TESTS
DATA CODE
REFACTOR
Leadership as a Service
REFACTOR
N
P
Designate different leaders for
different responsibilities: DRIs

REFACTOR
N
P
Squad: 4 - 8 people
Chapter: 2 - 10 people
Portfolio: 10 – 80 peopleArchitects/CXD
Analysts
Production Support
Quality Automation
Service Automation
Product Leaders & Coaches
Systems Squads
Product Squads
Feature Squads
Testers
Designers/UXD
Developers
Portfolio Leader
Portfolio Coach
PortfolioSquad
DevOps SMEs
Chapters
Stakeholders
Customer Reps
Systems Leaders & Coaches
© Peter Merel, 2016
Value Streams Chapter Leaders
Maximum

Leadership Guild
Coaching Guild
Business & Technology Guilds
Portfolio 2 Portfolio 3 …
Architects/CXD
Analysts
Production Support
Quality Automation
Service AutomationSystems Squads
Testers
Designers/UXD
Developers
Portfolio Leader
Portfolio Coach
DevOps SMEs
Stakeholders
Customer Reps
Systems Owners & Admins
Organization Leader & Coach
© Peter Merel, 2016
Portfolio Collaboration Loop Limit: 4
Autonomous
Product Leaders & Coaches
Product Squads
Feature Squads
Chapters
Chapter Leaders
PortfolioSquad
Value Streams
Squad: 4 - 8 people
Chapter: 2 - 10 people
Portfolio: 10 – 80 people

XSCALE doesn’t try to scale agile.
It de-scales organization.
But de-scaling doesn’t mean down-sizing. It means
Self-directing portfolios of
Self-managing streams of
Self-organizing teams.

Does your agile transformation look like this?

Thank you!
reachme@johnfergusonsmart.com @wakaleo
eXponential
Simple
Continuous
Autonomous
Learning
Ecosystem
A L L I A N C E
http://xscalealliance.org

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Every test tells a story, but some tell a better story than others. Every test illustrates a specific path through the system to achieve a specific goal, but some paths are clearer than others. Valuable tests are the ones that tell a compelling story. Come on a journey of discovery to learn how to write such tests, and witness a demonstration of these principles in action, with live coding of Serenity BDD automated tests.

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Think BDD is just for web sites? Think again! In this talk, we rethink traditional software testing strategies in the context of micro-services and Behaviour-Driven Development. We will see how traditional testing approaches are both inadequate and poorly targeted for micro-services development. We will learn how to use BDD techniques to discover, describe and document micro-service requirements, and tools like Cucumber and Serenity to turn these requirements into automated acceptance tests and living documentation. We will see how Consumer-Driven Contract tools help ensure that micro-services play well together, and how you can implement the details with the help of unit-testing tools like Spock and REST-Assured.

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BDD Anti-patterns

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Behaviour Driven Development is an increasingly popular Agile practice that turns testing on its head, and involves a major shift in the role testers play in a project. Although popularly associated with automated acceptance testing and tools like Cucumber, BDD actually has much broader applications. In this talk, we will look at how Behaviour Driven Development radically changes the traditional tester role in Agile projects, and empowers them to tangibly contribute much more to the successful outcomes of the project. We will see how collaboratively discussing and defining acceptance criteria help reduce assumptions and errors in the early phases of the project, and help ensure that the features being built are well understood, testable, and valuable to the business. We will look at ways to write more effective, easier to maintain automated acceptance criteria, that free testers to do more productive testing tasks such as exploratory testing. And we will see how automated and manual acceptance test reporting can be combined to provide valuable progress, product documentation and release preparation reporting.

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Slides from the London Agile Testing Meetup of November 25 2014: John Ferguson Smart is a specialist in BDD, automated testing and software life cycle development optimization. John is a well-known speaker at many international conferences and events and an accomplished author (John's new book BDD in Action was published last month). John presents a talk discussing how to write solid, reliable and maintainable automated web tests using the best-of-breed open source technologies like Selenium WebDriver, Serenity, JBehave and Cucumber.

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Behaviour-Driven Development (BDD) is a game changer for the whole team! More than just a testing technique, BDD is both a collaboration and a verification tool, and a vital step on the road to Continuous Delivery. In this session, you will learn what BDD is about, its benefits, and how it affects development teams and processes. But you will also see BDD techniques applied to a real project using tools like JBehave, Cucumber, Selenium 2, Thucydides and more! - Learn how BDD helps teams focus on discovering and delivering the features that really matter! - Learn what it takes to write more relevant and more maintainable automated acceptance tests - Discover how a well-designed set of automated acceptance criteria can also be a powerful documentation and reporting tool. - See where BDD fits into a Continuous Delivery pipeline. - And learn how product owners use BDD and Thucydides to drive, coordinate and document releases. Learn how much more there is to BDD than just “Given..When..Then”!

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BE A POD OF DOLPHINS, NOT A DANCING ELEPHANT

1. eXponential Simple Continuous Autonomous Learning Ecosystem A L L I A N C E Be a pod of dolphins Not a dancing elephant

2. Scaling Agile. It’s all the rage.

3. How can we really turn all the dials to 10

4. XSCALE

5. What’s the holdup?

6. “The problem is that we don’t understand the problem.” - Paul MacCready

7. Learning is the bottleneck

8. Scaling is an anti-pattern

9. The ideal team size is six

10. Getflow.com & Cyrus Molavi 2015 Workflow data says the most effective team size is 6.

11. The limiting factor in team productivity is not the number of bodies, but the number of relationships to maintain

12.

13. Collaboration Loop Limit “The maximum number of conversations that have to happen for any two people in an organization to collaborate.”

14. Managed Team Team Size: 7 Collaboration Loop Limit: 4

15. Managed Program Team Size: 43 Collaboration Loop Limit: 8

16. Program/Portfolio Management Office (“PMO”) Team Size: 259 Collaboration Loop Limit: 12

17. Enterprise Project Management Office (“EPMO”) Team Size: 1,555 Collaboration Loop Limit: 16

18.

19.

20. “Putting an agile team into a non-agile organization is like giving a Ferrari to a bus driver.”

21. The people of the longhouse had a different solution What if there was another way. An older, more human way.

22. What if there was another way. An older, more human way.

23.

24.

25.

26. A longhouse of tribes made a nation. The five nations as a longhouse: The Haudenosaunee Confederacy.

27. Each bead is a village of 500 – 1,000. Each chain is a tribe of 10 – 20,000 Haudenosaunee Confederacy Circa 1600

28. No centralized decision-making. Governance by peer to peer treaties Clans pick representatives at all levels.

29. Small meetings and Directly Responsible Individuals

30. Feature Squads Split management into three parts: Coach, Leader and Team. Coach maintains timeframe and ceremonies for making decisions. If and only if the Team isn’t unanimous, the Leader decides. Motivating trade-offs to achieve consensus without politics. The Leader role ensures decisions are always made in good time. BUILDLEARN MEASURE TESTS DATA CODE REFACTOR Leadership as a Service REFACTOR N P Designate different leaders for different responsibilities: DRIs

31. REFACTOR N P Squad: 4 - 8 people Chapter: 2 - 10 people Portfolio: 10 – 80 peopleArchitects/CXD Analysts Production Support Quality Automation Service Automation Product Leaders & Coaches Systems Squads Product Squads Feature Squads Testers Designers/UXD Developers Portfolio Leader Portfolio Coach PortfolioSquad DevOps SMEs Chapters Stakeholders Customer Reps Systems Leaders & Coaches © Peter Merel, 2016 Value Streams Chapter Leaders Maximum

32. Leadership Guild Coaching Guild Business & Technology Guilds Portfolio 2 Portfolio 3 … Architects/CXD Analysts Production Support Quality Automation Service AutomationSystems Squads Testers Designers/UXD Developers Portfolio Leader Portfolio Coach DevOps SMEs Stakeholders Customer Reps Systems Owners & Admins Organization Leader & Coach © Peter Merel, 2016 Portfolio Collaboration Loop Limit: 4 Autonomous Product Leaders & Coaches Product Squads Feature Squads Chapters Chapter Leaders PortfolioSquad Value Streams Squad: 4 - 8 people Chapter: 2 - 10 people Portfolio: 10 – 80 people

33. Leadership Guild Coaching Guild Business & Technology Guilds Portfolio 2 Portfolio 3 … Architects / CXD Analysts Production Support Quality Automation Service AutomationSystems Squads Testers Designers / UXD Developers Portfolio Leader Portfolio Coach PortfolioSquad DevOps Reps Stakeholders Customer Reps Systems Owners & Admins Organization Leader & Coach © Peter Merel, 2016 Value Streams Autonomous Product Leaders & Coaches Product Squads Feature Squads Chapters Chapter Leaders InnovationStream All streams prioritize features to lift bottlenecks. A stream in innovation mode prioritizes new markets. Squad: 4 - 8 people Chapter: 2 - 10 people Portfolio: 10 – 80 people

34. XSCALE doesn’t try to scale agile. It de-scales organization. But de-scaling doesn’t mean down-sizing. It means Self-directing portfolios of Self-managing streams of Self-organizing teams.

35. But how?

36. Does your agile transformation look like this?

37. Like a steel thread

38. Thank you! reachme@johnfergusonsmart.com @wakaleo eXponential Simple Continuous Autonomous Learning Ecosystem A L L I A N C E http://xscalealliance.org