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Lean Tribe 30
1. #30 - Adjustable organizations
2014-10-13, King.com, Sveavägen 44
Tomas Rybing, Aptilo Networks
âLean Tribe är ett nätverk av människor som delar de värderingar Lean stĂĽr fĂśr och
Üvertygelsen att Lean skapar verksamheter med kortare tid till värde och ett bättre
arbetsklimat.â
2. Agenda - Adjustable organizations
⢠Seven short speeches (10 minutes)
⢠Team organizations are ďŹexible and adaptable, or? - Johan Westerlund, Uniqa team
⢠Change in 3 dimensions - Anders Beskow, Softhouse
⢠Balancing budget in an Agile organization - Karin Hagren, Citerus
⢠Self reorganizing: The story of distributed teams - Molood Noori Alavijeh, King
⢠Spotify Running: Lessons learned from building a âLean Startupâ inside a big tech
company - Brendan Marsh, Spotify
⢠Buffer or suffer? Growth pains and what to do about it? - Andrey Devyatkin, Praqma
⢠What developers really want â fast tests and fast build systems - Patrik HĂśglund,
Google
⢠Open Space - Queries that came up were discussed in 20 minutes slots in âcirclesâ (5-20
persons sitting on chairs in circle)
⢠Keynote: SAFe@Lego - our journey so far - Henrik Kniberg, Crisp
3. Team organizations are ďŹexible and
adaptable, or?
⢠âTeam centric worldâ (adaptable & ďŹexible)
⢠Higher resolution & frequency
⢠Self adaptive (we adapt ourself to the
environment)
⢠Distribution of decisions & mandates
⢠What is against?
⢠Management systems (hard to change)
⢠Insecurity
⢠âThe alignment trapâ (same for all doesnât
work)
⢠Why? Teams make better decisions!
Johan Westerlund,â¨
Coaches teams & organizations â¨
at Uniqa team
4. Change in 3 dimensions
⢠Adaptation/change is needed - âYou are not in
the state you need to be inâ
⢠Three things
⢠Tools & Technology
⢠Processes
⢠Organization
⢠All things must gradually transform form âoldâ to
âagileâ (You canât just change one or two of the
things above, then you will fail)
Anders Beskow,â¨
Agile coach â¨
at Softhouse
5. Balancing budget in an Agile organization
⢠Budget cutdown -> New agile organization
⢠Cross-functional teams
⢠Continuous integration (shooter feedback loops)
⢠Clear product ownership
⢠Focus on ďŹow & bottlenecks
⢠Decreased market for 3G, re-org needed? Test
something else
⢠Agreement: â3G teamsâ to work with 4G backlog
⢠Deliver within two sprints
⢠Training programs etc.
⢠âMove the work instead of the people!â
Karin Hagren,â¨
Agile coach â¨
at Citerus
6. Self reorganizing: The story of distributed
teams
⢠Why? Organization grew from 3 to 30 persons in two years
(supporting multiple customers)
⢠How?
⢠Matrix organization
⢠Feature teams
⢠Technical (guilds)
⢠â20% workâ (own time to ďŹx technical debt etc.)
⢠Teams to decide themselves how to work (3 months trial)
⢠Result?
⢠Scrum
⢠Kanban
⢠âScrumbanâ
⢠âNot agile at allâ (Two of three are unhappy in this team)
Molood Noori Alavijeh,â¨
Agile coach â¨
at King
7. Spotify Running: Lessons learned from building
a âLean Startupâ inside a big tech company
⢠Idea came Q3 2014, a lot of ârunning playlistsâ
existed, created Team Pre (Cross-functional),
launch May 2015
⢠Steps
1. Get started
2. Visualize business plan
3. Hypothesis creation
4. Ideation & validation (one week cadence)
5. ProďŹt
⢠âIf itâs easy, you are doing it wrongâ
Brendan Marsh,â¨
Agile coach â¨
at Spotify
8. Buffer or suffer? Growth pains and what to
do about it?
⢠âSoftware as a factoryâ, continuous delivery
(CD) gives fast feedback loops
⢠âCD pipeline as automated andonâ
⢠Ways to do it
1. Stop & ďŹx - Assign person(s) to ďŹx
immediately
2. Automated revert of change - Fix without
pressure
3. Prevent blocking by shifting left
Andrey Devyatkin,
Praqma
9. What developers really want â fast tests and
fast build systems
⢠âHACKABILITYâ (of a product)
⢠Code health
⢠Easy to run/debug (for the developer)
⢠Great infrastructure
⢠âCODE HEALTHâ
1. Review (code review, pair programming etc.)
2. Readability
3. Style guide
4. Good tests
5. Pre-submit + post-submit (set of tests)
⢠Unit tests - how to make them happen? Lead by example,
mentoring etc.
Patrik HĂśglund,
Google
10. Open Space slot 1 - Circle 3 -
âTestingâ
⢠âSo bust chopping down trees, there is no time to sharpen the
axeâ
⢠Test must be automated (developers must write tests, not a
separate test team)
⢠Run all unit tests on each commit!
⢠Have automated metrics with thresholds + look at trends
⢠Fight ďŹaky tests -> âPre-test the testâ to get them stable
⢠âDynamic thresholdsâ -> Scenario: âAllow 100 warnings, ďŹx
ďŹve of them, lower the threshold to allow 95 warningsâ
11. Open Space slot 2 - Circle 4 -
âProblem based roadmapâ
⢠One product - Multiple teams/components
⢠Teams - Feature driven
⢠Guilds - Component based
⢠Old way - PO made a lot of coordination between
components/teams
⢠Now - Functions that solves âthe whole problemâ
12. Keynote: SAFe@Lego - our journey so far (1/3)
⢠Scaled Agile Framework (SAFe), three levels
⢠PORTFOLIO
⢠Portfolio Kanban system
⢠Epics (business case/area)
⢠PROGRAM
⢠Agile release train
⢠Program backlog
⢠Product increment (n number of sprints)
⢠Features
⢠TEAM
⢠Scrum
⢠Team backlog
⢠Sprints
⢠Stories
Henrik Kniberg,â¨
Agile coach â¨
at Crisp
13. Keynote: SAFe@Lego - our journey so far (2/3)
⢠Example: PI-planning@LEGO (âa lot like a huge open spaceâ)
⢠Two days event, 19 teams, 150 persons
⢠Agenda
⢠Achievements (videos what has been done)
⢠Lightning talks
⢠Fast feedback
⢠Team breakouts (high-level planning, pulling work from program
backlog)
⢠End of day one - Draft plan âfairâ
14. Keynote: SAFe@Lego - our journey so far (3/3)
⢠Program board to visualize dependencies with âred threadsâ in a matrix
with 4 sprints x 19 teams!
⢠âScaling is dependency managementâ
⢠Scrum of Scrums - Two-three times per week
⢠Risk board with management review to solve out problems
⢠End of day two - Presentation of âthe ďŹnal planâ (maybe stop doing this,
has become tedious)