Agile, Change, Continuous Delivery, Lean Product Development

Rapid Shop’s Road to Continuous Delivery

In 4 months we have improved lead times from 2 months (at best) to an average of around 7 days. We have gone from a heavy delivery proces.s with deployments once every month and multiple handovers to a a lightweight process with no handovers. We now release almost every day, sometimes as much as 4-5 times a day. Big batches makes sense if you have high transaction costs. With the possibility to do zero downtime deployments and a transaction cost of a few minutes, batching stuff makes little sense. When a new feature is ready to be release, we ship it. We got into that position by taking small steps, solving one problem at at time. But we did so with some sense of urgency. We went as fast as we could without blowing stuff up. What we started with a wish to establish a better way of working, proposed as a hypothesis. We knew that we wanted to move in the direction of continuous delivery, other than that we started from scratch.
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Change, Continuous Delivery, Lean Product Development

Hire Passionate People

“The secret to a successful team is this: look for the people who want to change the world”

– Mark Benioff, CEO of Salesforce

After several months of seeking alignment, we finally got funding for a 4 month experiment to test out a new way of working. We knew that chances of success would increase with skilled people in the team. But for this kind of mission we needed something more. We needed people who were not only skilled but also passionate about what they were doing. But most importantly, we needed people with a growth mindset (see Carol Dweck’s work to lean more about a Fixed VS Growth Mindset).

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Continuous Delivery, Kanban, Lean Product Development

Towards A Learning Enterprise – Run Experiments

(This is the second post on our journey toward building a Leaner IT-organization, “Towards a Leaner Enterprise – The Beginning” is the first)

For the last 4 months I’ve been leading an experiment at my current client, a big Telecom company in Norway. The experiment is related to finding better ways of working. In a previous post, “Towards a Leaner Enterprise – The Beginning“, I have described what trigged the need for a change:  All the teams followed the same release process (one big common), releasing software simultaneously in big batches approximately every sixth week. The process had a touch of waterfall in it:

  • some people were responsible for breaking business needs into user stories
  • The stories were allocated to teams responsible for coding.
  • The acceptance testing was then handed over to someone else
  • And finally the software was deployed by Ops

Needless to say this created some problems for the organisation (long lead times, lot of errors in production systems etc.) We thought we could do better. The challenge is to make other people also see the same problems. We decided to propose an experiment to test out a new way of working

Defining a Hypothesis
The advantage with defining something as an experiment is that is more easily accepted by the organization, the word seems to make it less dangerous for people who would otherwise feel threatened by change. Thus, we avoided some organisational friction and reduced the risk of being “shot down”.  We proposed the following hypothesis:

“If we get a skilled, crossfunctional autonomous team working together with Digital channels (business), then we think Digital channels can deliver new features to the web shop faster and with better quality. The result will be added gross sales.”

But it’s no point delivering faster if we deliver the wrong things. So we used a substantial amount of time defining a direction that was aligned with the company’s direction. To be able to verify or dispute our hypothesis, we defined some targets that we wanted to reach:

  • Reduce lead time from an average of 2 months to < 1 week
  • Increase conversion rate by 10 % – leading to a gross add of 16,7 Mill NOK per year
  • Increase gross add of 2700 customers per year

The length of the experiment was 4 months (February 1st – 31st of May) and the team were given some boundaries to operate within. The following picture shows how we defined what, why, measures and boundaries for the team (inspired by Stephen Bungay’s Art of Action)

Screen Shot 2015-06-27 at 19.51.53

How did we do

The cumulative flow diagram shows how we did in terms of delivering features to the users.

cfd

We reduced lead time from a best case of 2 months to an avaerage of around 7 days. Our historical data shows that 95 % of our stories can be delivered between 7.3 and 9.4 days. The conversion rate is up by almost 30 % as we speak. Top management has seen that colocated skilled developers that sit together with business people, deliver quality software with faster time to market than developers that follow a common and more command & control based delivery process. As a result of this, the organisation is establishing a new way of working, where autonomous cross-functional teams with a strong product focus are responsible for both building, shipping and run their own products and services. As Werner Vogels, Amazon CTO, once said:

You build it. You run it!

How we did it

That will be the topic of my next posts. As a teaser I can say that our method was based on emergence, simplicity and a goal to do continuous delivery. But more important than anything: Hire passionate and skilled people!

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From IT to Product Mindset

Two weeks ago we started an experiment to test out how we can improve lead times of new features for one of our customer facing teams.

Background

The team is responsible for three customer facing channels and publish new content on a regular basis to the different channels. There are no developers on the team, so for more complex changes they are dependant on developers working off-site. The process for developing new features have many hand-overs. As a consequence, the following problems occur:

  • Long lead times
  • Poor quality

In 2015 this represents a problem when you need to react to changing customer needs. Currently, there is a thick wall between the business side and the IT-department, which I believe is the root cause of the many handovers.
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My first post in a veery long time

It’s been quite a while since my last blog post. 2014 was a busy year, with both ups and downs, with a lot of learning atteched to it. Sometimes things don’t go quite as planned, that was certainly the case for a few things last year. Well, it’s a new year with lots of new possibilites. One of the things I will like to improve in my work is to become better at saying no. Being an optimistic guy, I realize that this can be hard.

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