Scaling LEGO & Spotify. Henrik

Transcription

1 Consultant Scaling LEGO & Spotify EA-träff Okt 2017 Dad Climate guy Organizational coach & Change Instigator Author

2 Not too hard

3 A bit trickier

4 Hard!

5 How do we avoid THIS?

6 My scaling story 00:49

7 6 years ago...

8 Rise of the Spotify Model

9 Then this happened: SPOTIFY MODEL!!!!! Squads! Spotify Model! Guilds! Chapters! Tribes! Autonomy! Spotify Model! Scrum! Squads! Spotify Model! Image credit: freevectors.com

10 3 years ago... Captain Agile Dr Agile

11 3 years ago... Captain Agile Dr Agile

12 What can we learn?

13 Finding the Minimum Viable Bureaucracy

14 Optimizing for Value 00:49

15 Optimize for Value not Effort or Output Effort (hours spent) Output (items delivered) Value

16 What you measure is what you get Focusing on Effort Hours Time reports Resource utilization Focusing on Output Backlog Developing Released! Focusing on Value & Learning $ $$$?

17

18 Feedback loops 00:49

19 Predictive process = cannon ball Assumptions: The customers knows what they need The teams know how to deliver it Nothing will change along the way

20 Adaptive process = homing missile Assumptions: The customer discovers what they need The teams discover how to deliver it Many things change along the way

21

22 > 250 people involved > 4 years to first public release Shut down after 2 years of operation Lego Universe

23 Lego Universe Spider Cave Brian Tyler

24 Built by 1-2 people 6 days to first public release > 100 releases within first year $80 million revenue within first 15 months Sold to MS for $2.5 Billion!

25 What is Quality?

26 Alignment 00:49

27 How do we avoid THIS?

28 Suboptimization WTF! You guys are building a TUNNEL? WTF! You guys are building a BRIDGE?

29 Common reaction Someone needs to take charge!

30 Traffic signals Roundabout Central control system Trust, transparency, self-organization Faster flow, Fewer accidents Source:

31 Traffic signals Roundabout Central control system Trust, transparency, self-organization Faster flow, Fewer accidents Source:

32 100% control = 0% motion If everything s under control, you re going too slow! - Mario Andretti

33 Leader s job: Explain what problem needs to be solved. And Why.

34 Teams! Small, self-organizing, cross-functional

35 Teams of teams

36 Pattern: Integration Cadence DEMO OR DIE! Friday Demo

37 Assume the best in people and they will strive to live up to it 00:49

38 Productivity = Effort x Competence x Environment Don t motivate teams. Remove the demotivators. x Motivation 2

39 The importance of slack Can t you see? I m BUSY!

40 Dependencies 00:49

41 Portfolio level stable yearly process, budget frames, long term planning Program level lots of meetings, spreadsheets, stress, and confusion Product Owner Project manager Product director Tea m level Scrum teams doing sprints & Eik Thyrsted Brandsgård

42 Big-room planning Program backlog PULL PULL Tea m 1 Tea m 2 Tea m backlog Tea m backlog Tea m 3 Tea m backlog

43 Dependency board

44 Scrum of Scrums

45 Early detection of dependency problems

46 Decoupling to reduce the need for team sync Client App squad!#? Feature squads

47 Frameworks are tools 00:49

48 Frameworkitis (noun) - Exaggerated belief that a framework will solve all problems - Tendency to keep adding new frameworks and enlarging the existing ones.

49 Agile umbrella a family of iterative, incremental frameworks SAFe / LeSS / etc DevOps Scrum SAFe XP Continuous Delivery Design Sprints Kanban

50 Frameworks are toolboxes

51 Wrapup 00:49

52 Lessons learned Scaling hurts. Avoid whenever possible. Frameworks are just tools. Don t fall in love with them. Team-of-teams + Integration Cadence = DEMO OR DIE! Self-organization is magic. But requires transparency, trust, and a fast feedback loop.