culture process - blog.crisp.se · pdf filepust siebel – train-wreck in ... development...
TRANSCRIPT
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Author
Father
Agile & Lean coach
www.crisp.se
Consultant Henrik Kniberg [email protected]
@HenrikKniberg
Culture Process Paris Scrum Gathering Keynote,
Sep 23, 2013
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Henrik Kniberg
Boring but important practical info about these slides Usage Feel free to use slides & pictures as you wish, as long as you leave my name somewhere. For licensing details see Creative Commons (http://creativecommons.org/licenses/by/3.0/) Downloading the right font This presentation uses the ”Noteworthy” font. If you’re using Mac OSX 10.7 or later it should be preinstalled. If you’re on a Windows or older Mac OS then you need to download the font from here: http://tinyurl.com/noteworthy-ttc • On Windows right-click the font file and select ”install”. Then restart Powerpoint. • On Mac, double-click the font file and press ”install font”. Then restart Powerpoint. The PDF version of these slides has the font embedded, so you don’t need to do anything. On the other hand you don’t get the fancy animations. Font test
The quick brown fox jumps over the lazy dog The quick brown fox jumps over the lazy dog
How the font shows up on your computer: How the font is supposed to look: (screenshot from my computer)
Regardless of font appearance, if that text doesn’t fit nicely into the box then you’re going to need to download the right font, or switch to a new font and fiddle with the slides to make sure things fit.
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Culture
stuff that people do without noticing it
Henrik Kniberg
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Henrik Kniberg
Agile Culture Better world!
Better products
Happier employees
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Problem: Agile is Fragile
Henrik Kniberg
Agile
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01:39
Failure story: How to burn €1 billion
Henrik Kniberg
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Henrik Kniberg
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CIO awards Project of the Year
Pust Java – an agile/lean showcase
Henrik Kniberg
• Agile & Lean • Gradual rollout • Real users involved • Bottom-up decision making • Value-driven • Suitable tech platform
• Media Success • Happy users • Happy team
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Pust Siebel – train-wreck in slow motion
Henrik Kniberg
• Waterfall • Big Bang rollout • Inappropriate tech platform • Real users not involved • Top-down decision making • Warnings ignored • Cost-driven
• Media Disaster • Furious users • Furious team
How to burn € 1 billion
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Culture eats Process for breakfast!
Henrik Kniberg
Agile
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01:39
Success story: Revolutionizing the music industry
Henrik Kniberg
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Once upon a time the music industry was broken
Henrik Kniberg
There must be a better way….
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Henrik Kniberg
Let’s revolutionize the music industry! Play Everywhere!
Like a magical music player in which you’ve bought every song in the world!
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Henrik Kniberg
20 million tracks
20,000 tracks added every day
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2006 2007 2008 2009 2010 2011 2012
10M
20M
30M 24 million Free users
6 million Paying users
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4 dev centers across 3 time zones
Henrik Kniberg 16
Stockholm
Gothenburg
New York San Francisco
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Staff doubles every year
Henrik Kniberg 2006 2007 2008 2009 2010 2011 2012
1000+ employees 28+ countries
250
750
1000
500
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Happy employees (despite growth pain…)
Henrik Kniberg Source: glassdoor.com
% of employees that would recommend this company to a friend
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01:39
Born Agile – and breaking all the rules!
Henrik Kniberg
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2006: small agile fish was born
Henrik Kniberg
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Grew up to form an agile culture
Henrik Kniberg
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Scrum practices started getting in the way
Henrik Kniberg
Sprint planning
Estimation Task breakdown
Sprint burndown
Velocity
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Shu Ha Ri
Shu = Follow the rules Ha = Adapt the rules Ri = Ignore the rules
Henrik Kniberg
Scrumbutophobia (n) See also: Scrumdamentalism Fear of doing Scrum wrong Symptom: Stuck in Shu
Screw the rules!
Rules are a good start, then break
them when needed.
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Agile Scrum
Henrik Kniberg
Scrum Master
Scrum
Agile Coach
Agile
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Principles Practices
Henrik Kniberg
Continuous Improvement
Iterative development
Simplicity
Trust Servant
leadership
Transparency
Inspect & Adapt
Respond to change
Courage
Deliver often
Customer collaboration
Autonomous Teams
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01:39
Autonomy
Henrik Kniberg
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Consistency
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Henrik Kniberg
• Small, co-located, self-organized • End-to-end responsibility for the stuff they build –
from design to commit to deploy to maintenance. • Within the scope of its mission, a squad is empowered to
decide what to build, how to build it, and how to work together while doing it.
Autonomous Squad
Reality check: Not all squads are this autonomous (yet)
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Office optimized for autonomous squads
Henrik Kniberg
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Broader mission = more autonomy
Henrik Kniberg
Increase monthly active users
Build radio
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30
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Why Autonomy matters so much
• Motivation • Speed • Scaling
Henrik Kniberg
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Be autonomous. But don’t suboptimize.
• Be a good citizen in the Spotify ecosystem • Spotify’s mission > Squad’s mission • Collaborate & sync with other squads • Follow agreed-upon standards
Henrik Kniberg
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Office optimized for cross-squad collaboration
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Example: Sprint demo & open discussion
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Alignment & Autonomy
Henrik Kniberg
Alignment False dichotomy!
Do what I say!
Autonomy
Do whatever
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Alignment enables Autonomy
Henrik Kniberg
High Alignment
High Autonomy
Build a bridge!
Micromanaging organization Indifferent culture
Entrepreneurial organization Chaotic culture
Authoritative organization Conformist culture
Innovative organization Collaborative culture
We need to cross the river
Figure out how! We need to
cross the river
Low Alignment
Low Autonomy
Hope someone is working on the river problem…
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Leader’s job: Explain what problem needs to be solved. And Why.
Henrik Kniberg
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Measuring autonomy
Henrik Kniberg
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How to measure dependencies Ask people!
Henrik Kniberg
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Open-source model
Henrik Kniberg
A
Squad A
B
Squad B
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Minimum standardization
Henrik Kniberg
How does Spotify X?
Typical conversation:
Depends on the squad
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Cross-pollenation Standardization
Henrik Kniberg
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Some squads
Most squads
All squads
So how do squads actually work?
Henrik Kniberg
Have a mission Have a PO in the team
Have an agile approach
Sit together
Own quality Do
retrospectives Have
taskboards on the wall Do daily
standups
Have an agile coach
Do sprints and/or kanban
Do demos Measure velocity
Estimate
Use burnup/burndown charts Do ”scrum of
scrums” (daily sync)
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01:39 Henrik Kniberg
People >
*
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Mutual respect
Henrik Kniberg
My colleagues are awesome!
Ego
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Measure motivation & relentlessly focus on it
Henrik Kniberg
Hi everyone,!!Our employee satisfaction survey says 91% enjoy working here, and 4% don’t enjoy it here.!!This is of course not satisfactory, and we want to fix it.!!If you’re one of those unhappy 4%, please contact us.!!We’re here for your sake, and nothing else.!!!!!
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01:39
Community
Henrik Kniberg
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Structure
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Squads are grouped into Tribes
Henrik Kniberg
Tribe Tribe Tribe
Tribe Tribe Tribe
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PO PO PO
Tribe
Tribe lead
PO PO PO PO
Tribe
Chapter
Chapter
Tribe lead PO
Chapter
Chapter Guild
Each Tribe is a lightweight matrix
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Guild unconferences
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Guild unconferences
Henrik Kniberg
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Organic structure emergent, dynamic
Henrik Kniberg
If you need to know exactly who is making decisions,
you are in the wrong place
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01:39
Making release easy
Henrik Kniberg
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Vicious cycle
Releasing is easy
Release often
Releasing is hard
Release seldom
Henrik Kniberg
Virtuous cycle
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Decouple as much as possible
Henrik Kniberg
First the Spotify client was a monolith…
Feature squads
Container squad
Now the client is a “container”
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“Self-service” model
Henrik Kniberg
Container squads
IOS Android Desktop Web
Feature squads
Infrastructure squads
Enable & support
Enable & support
Enable & support
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Henrik Kniberg
Release trains & Feature toggles
A B
C
D E G
F H
A B C
E C E
F G H
D
Week 12 Week 15
Release! Release!
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Pushing for Continuous Delivery
Henrik Kniberg
Test & integrate
Deploy to staging
Deploy to prod
Manual test
Manual Code & commit
Build Automatic
Commit-to-Deploy squad
Continuous Delivery Guild
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01:39
Trust > Control
Henrik Kniberg
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Henrik Kniberg
Fear Agile at scale requires
Trust at scale! Politics Agile culture demands
that there are NO internal politics involved!
When you give people the freedom to create without
fear of failure, amazing things happen!
We trust our people to make informed decisions about the way they work and what they work on
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Fear kills motivation Even in “agile” companies
Henrik Kniberg
The reward for doing a good job today is having a job tomorrow
They love firing people for things that aren't under the employees entire control
Turnover is so quick that it's almost unnecessary to unpack your bag.
Source: http://www.glassdoor.com/Reviews/Netflix-Reviews-E11891.htm http://www.forbes.com/sites/edwardlawler/2013/06/24/netflix-we-got-it-right/
% of employees that would recommend this company to a friend
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Failing = Learning
Henrik Kniberg
Move fast and break things
Screwing up is a great way to find out that your
assumptions were wrong
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Celebrate failure
Henrik Kniberg
How we shot ourselves in the foot Asdf asdf asdf ddhffdd asdfsdfasdf s dfs ei lkjsdfkjh dkd ie kkd kdsflk sdi elk sdfkjh sdfkjhasdflkj dk dj wi dm chsdfjh wlkjsdm WTF? Slkdfoi clk sdil wkdkdk dk dkiwlslkj dlkh slkj sdflkj dpijslkjdlldk slkdflk sdflk sdlk kjsdf Sdflk sdfsdfasdf
Internal blog:
Celebrate failure!
Asdf asdf asdf ddhffdd asdfsdfasdf s dfs ei lkjsdfkjh dkd ie kkd kdsflk sdi elk sdfkjh sdfkjhasdflkj dk dj wi dm chsdfjh wlkjsdm dfkj dfjh slkkd dj dflkj sdfkjh sdf Slkdfoi clk sdil wkdkdk dk dkiwlslkj dlkh slkj sdflkj dpijslkjdlldk slkdflk sdflk sdlk kjsdf Sdflk sdfsdfasdf
Internal blog:
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Retrospectives & Post Mortems Driven from below Supported from above
Henrik Kniberg
What did we learn?
Who’s fault was it?
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Failure Recovery is more important than Failure Avoidance
Henrik Kniberg
Failure Recovery Failure Avoidance
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“Limited Blast Radius” via decoupled architecture
Henrik Kniberg
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”Limited Blast Radius” via gradual rollout
Henrik Kniberg
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100% control = 0% motion
Henrik Kniberg
If everything’s under control, you’re going too slow!
- Mario Andretti
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Servant leadership
Manager’s job: • Telling people what to do • Having control
• Coaching • Mentorship • Enabling • Solving impediments
Henrik Kniberg
How can I help?
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Henrik Kniberg
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01:39
Value & Impact
Henrik Kniberg
>
Velocity
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Henrik Kniberg
Analyze data
Narrative & Prototype
Build MVP
Deploy Tweak
“Radio you can save!”
Radio A/B stats
Idea/Problem
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Impact-driven development
Henrik Kniberg
Impact A/B test
Backlog Developing Released Impact achieved
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01:39
Flexibility & Innovation
Henrik Kniberg
>
Stability & Predictability
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Story points! Velocity!
Burndown chart! Sprint “commitment”
Task hours!
100% predictability = 0% innovation
Henrik Kniberg
Focus on Innovation
Focus on Predictability
Typical Waterfall Typical
Scrum
Requirements Doc! Change Control Board!
Gannt Chart! Do what you need.
Spotify
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Unleash the innovation!
Henrik Kniberg
Hack days Hack weeks
10% Hackathon every few
months 20% time
Lab Day last Friday
every month
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01:39
Experiments &
Data
Henrik Kniberg
>
Arguments &
Opinion
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Experiment-friendly culture
Henrik Kniberg
What did we learn?
What will we try next?
Vertical or Horizontal UI layout?
Tool A or Tool B?
Let’s A/B test
Let’s try both and compare
Do we really need scrum-of-scrums?
Let’s skip it and see if we miss it
Should we merge these two tribes?
Let’s try.
What’s the hypothesis? Ego-driven … Opinion-driven … Authority-driven … Data-driven decisions!
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Henrik Kniberg
Waste-repellant culture (= Lean)
• Retrospectives • Daily standup • Google docs • GIT • Guild Unconferences
Keep
• Useless meetings • PMO & PM role • Timereporting • Handoffs • Acceptance test phase • Task estimates • Corporate BS
Try
Skip/Dump
If it works, keep it. Otherwise, dump it.
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Improvement boards & “definition of awesome”
Henrik Kniberg
What would Awesome look like for your Guild/Tribe/Squad/Project
What would take you One Step Closer to Awesome?
I can build, test, and ship my feature in a week. I use data to learn from it and my improved version is live in week two.
Awesome architecture
Fully empowered to decide what to build & how. Never blocked on other squads. Always get help when we need it.
Awesome autonomy
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Henrik Kniberg
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What we’ve learned about Big Projects
1. Avoid Big Projects whenever possible. 2. When unavoidable, do:
Henrik Kniberg
Daily sync (to resolve squad dependencies)
Weekly demo (to evaluate the integrated product)
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Big Experiment: Personal Bonus system
Henrik Kniberg
Dan Pink was right...
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Big Experiment: Tech-wide hackweek • One whole week. • Everyone in Tech (≈300 ppl)
• Build whatever you want…. • With whoever you want… • In however way you want.
• Demo & party on Friday!
Henrik Kniberg
Next experiment Spotify-wide hack week! All departments. > 1200 ppl!
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01:39
Spreading & reinforcing the culture
Henrik Kniberg
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Roles dedicated to culture & improvement
Henrik Kniberg
People Operations (Pops)
Agile coach group
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Story telling
Henrik Kniberg
I mostly just go around talking to people
- Chief Architect
All-hands, demos, post-mortems
Internal blog
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Boot camp
Henrik Kniberg
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Social group
Henrik Kniberg
We’re here to help you get to know each other better, and to make sure you have fun while
doing it!
Board games Live bands
Guitar lessons
Parties Trips Movie nights Yoga
...etc...
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01:39
Challenges & pain points
Henrik Kniberg
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Growth pain
• Unstable squads • Scaling breaks stuff all the time
• Yesterday’s “brilliant solution” is today’s impediment
• Cross-timezone collaboration • 50+ squads, 4 cities, 3 timezones
• Technical debt • … etc, etc ….
Henrik Kniberg
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Staying balanced
Henrik Kniberg
Chaos Bureaucracy
Agile
Culture
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01:39
Wrapup
Henrik Kniberg
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Henrik Kniberg
Shu-level Scrum can get you out a ditch, but won’t make you fly. • Learn the rules so you can break them Healthy Culture heals broken process. • Hack the culture, and process will follow Agile is Fragile. • It is only sustainable over the long term
if all parts of the organization are committed to it. You are the culture. • Model the behavior you want to see
Culture > Process
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Henrik Kniberg
Shu-level Scrum can get you out of a ditch, but won’t make you fly. • Learn the rules so you can break them Healthy Culture heals broken process. • Hack the culture, and process will follow Agile is Fragile. • It is only sustainable over the long term
if all parts of the organization are committed to it. You are the culture. • Model the behavior you want to see
Culture > Process