Thierry de Pauw
12 May 14:00 — 15:00
About the session
How do you move an organisation of 15 teams and their single shared monolith from bi-annual releases to fortnightly releases in under four months? How do you reduce release pain and cost?
Because of the monolith, we could not start with one team. We had to apply changes to all 15 teams at once.
How do you know where to start, when technological and organisational challenges surround you?
To introduce change at scale, we used:
- The improvement kata as a continuous improvement framework to execute and measure organisational change
- Value stream mapping to analyse the current delivery process
- The theory of constraints to choose which changes to apply first and start off the organisational changes we needed to improve quality and drive down lead times.
Four months later, the organisation released every two weeks like clockwork resulting in faster feedback and eventually reached a state of continuous delivery.
Six months after achieving continuous delivery, I realised it was not the plan that helped the organisation. Instead, fear conversations guided us. They allowed us to uncover, locate and understand the stakeholders’ fears and to then mitigate these fears and navigate the difficult conversations we needed to have.
If you thought continuous delivery was just for the happy few having trendy microservices, think again!
This session is intended for senior engineers, principal engineers, tech leads, architects, engineering managers, CTOs and anyone involved in driving change. The session expects participants to have a basic understanding of lean concepts.
- Be able to kick-start a continuous delivery program.
- Be able to use the improvement kata to introduce change at scale.
- Be able to run a value stream mapping workshop to understand the current situation.
- Be able to use the theory of constraints to identify which activity should be improved first and which experiment will be most likely to succeed.
- Be able to understand fear conversations and how to use them to surface fears and mitigate them.
- Be able to know when an organisation reaches a state of continuous delivery
Flow, Continuous Improvement, Value Stream Mapping, Theory of Constraints, Continuous Delivery