location_city Bengaluru schedule Mar 16th 12:30 - 12:50 PM place Sigma

What is it about?

This is a story about building appreciation and feedforward culture in the organization.

I am going to talk about a bottom-up experiment based on Jurgen Appelo's Merit Money, conduced in the biggest e-commerce company in Poland - Allegro Group. It is a story about learning throughout an Agile experiment to get the most out of it. Primarily the experiment was intended to challenge the existing bonus system based on forced ranking. It turned into appreciation and feedback system with some sweets involved. 

This feedback system has grown to more that 230 people involved from 3 different physical locations and still grows virally. We made a structure in which there is a coordinator in each location. If at least part of scrum team plays the game, SM is the first line contact. He distributes credits and exchanges them for sweets. Also cooperates with coordinator who is responsible for making sure system works well in his location.
Iterations are now 2 weeks. We introduced a requirement that credit has to be filled in with short description what you thank for, in order to be exchanged. This was to promote written thank you’s and avoid situations where people hand over credits just to get sweets.
Also every quarter we change credits appearance so that the previous credits cannot be exchanged for sweets. This is to set a time box and “flush the system”.

Is it for me?

Do you feel your team could be more engaged in their work? Trying to get rid of silos in your organization? Then this is for you.

Get inspired by this simple game, in which there are several instant feedback loops, fun, gambling and sweet prizes.

Oh, I forgot... and you'll find an answer on why we call it Fudge Candies.

 
 

Outline/Structure of the Experience Report

  1. We will start from what needs this experiment was intended to address and see what were the obstacles in the beginning.
  2. Then see why and how it developed and what were the final outcomes of it.
  3. Then an interesting insight on how the participants liked it.
  4. Then an attempt to analyse the entire experiment and why we were sure it will be a success way before it was launched company-wide.
  5. At the end participants will see what the experiment finally turned into and how it is working in the company at the moment.

Learning Outcome

  1. Agile people: What you should consider when introducing similar kudos-like system? How to say thank you “like a real man”?
  2. Managers: How to build engaged teams based on frequent internal feedback? What you should avoid?
  3. Agile Coaches/SMs: Will see a feedback system example, which help build energized teams and incorporate frequent feedback from product owners.

Target Audience

Agile Coaches, managers, and Agile people in general interested in people interactions and dynamics

schedule Submitted 4 years ago

Public Feedback


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      Yesterday I visited Hyderabad Zoo (Nehru zoological Park) along with my cousins families. We are 12 members including adults and children. Earlier till November 2014, visitors cars were directly allowed inside with an additional fee of 200 rupees per car. I visited the Zoo before 2014 November and it was an awesome experience going by our own car and stop wherever you want for however long you want. Now, as they stopped allowing private cars inside, they arranged electric cars rides inside the Zoo. Below is the process and problem statement that I observed.

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      1. Outlook of scrum is highly favourable. Although scrum methodologies have greatly increased productivity, scrum is not without its problems. We need to quickly address these gaps
      2. While scrum has kept scrum roles and scrum artifacts lean, it has empowered teams on the ground to learn the art of performing scrum events. Are we keeping these events lean and Valuable?
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      8. Leverage "Lean framework" to help scrum teams to learn the art of performing scrum events through realizing value and enhancing their reach on "expected scrum patterns".
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      When we conducted design sprints with our customers, we had some unexpected realizations:

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      (2) Nurturing Cross-functional Team Collaboration

      (3) Imperative elements that need to be considered for succeeding with cross functional teams. Without proper attention to these elements, any cross-functional team will be fighting an uphill battle to succeed.

       

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      Advanced

      The word "DevOps-in-a-Box" has been deemed a misnomer , among the DevOps practitioner, thanks to the parody video from ScriptRock (my personal favourite ) and some active advocates of the same in our field. DevOps-in-a-box makes no practical sense just like Agile-in-a-box wont. You cant buy an appliance or a "box" which will make you / your enterprise  Agile or DevOps. Maybe CI/CD Tools-in-a-Box might make some sense considering some of the end to end tool chains and orchestration services that are offered as an appliance or as-a-service model.

      During the various discussion on training & coaching for DevOps implementations, we realized that implementers & practioners need an simple environment to experiment and learn the concepts of DevOps not limiting to only the tools & tool-chains. We realized that this maybe a practical use case for DevOps-in-a-box i.e DevOps in a Box - a Training Environment. When we looked around for similar views and approaches we found the Calavera project by Charles T. Betz. The Calavera project creates a "skeletal" continuous delivery pipeline that can be experimented on a workstation using Vagrant and VM VirtualBox. Though it is primarily CD-tools-in-a-box ,it is an interesting way to experiment with your own pipeline. 

      For our training needs , we wanted to explore methods of creating an environment where the aspects of tools , process and people enablement methods can be experimented. As a result of which , we set out to create the DevOps Experimental Learning Platform (DELP). Using the extensive experience Wipro has in the field Agile , CI-CD & DevOps we created various Devops-in-a-box models that can be stood up in a experimental environment to understand how the implementation was architected , what were the process models and the key people enablement factors that were used for the success. The Practitioner can compare their experimental implementation with the actual and understand the reason for the difference.

      As part of this demonstration , i will walk you through key elements of the Platform , DevOps Implementation codification methods and a view of a live "Devops-in-a-box" use case.