Gone are the days when performance engineering for systems and software was done as an afterthought, or after the first performance related escalation from a customer was received. Today, performance is embedded right from design to every stage of the implementation and verification. Sufficient advancements have been incorporated to left-shift identification of potential performance issues and address them as soon as possible. However, performance engineering teams still work isolated from most other teams in the development and research labs.

Given that the performance engineering teams hold the mantle for a successful release and a go-to market strategy in many cases, they become crucial squad members in addition to representatives from other engineering teams as well as from the marketing and offering management teams.

In this session, I will go through a case study of the transformation that I personally led in the Systems performance engineering organisation within IBM. Detailing the structure that existed and the challenges that were posed during the journey of adopting a scaling agile approach for performance engineering, I will cover the synergy that was achieved as well as points for any team that is interested in adopting this approach for their traditionally structured teams.

 
2 favorite thumb_down thumb_up 0 comments visibility_off  Remove from Watchlist visibility  Add to Watchlist
 

Outline/structure of the Session

1. Overview of Performance Engineering at a Systems level

2. Challenges faced by the earlier structure

3. Brief overview of the Scaling Agile principles that were used in the restructuring

4. Overview of the team after restructuring

5. Benefits and evolving structure details

Learning Outcome

1.An understanding of Scaling Agile principles and leadership style needed to function effectively.

2. Understand the methodology used to employ scaling agile in a traditionally structured team, so that it can be employed in similar scenarios.

Target Audience

Performance test leads, test architects, test managers, squad leads

schedule Submitted 2 months ago

Comments Subscribe to Comments

comment Comment on this Proposal

  • Liked Fennande van der Meulen
    keyboard_arrow_down

    Fennande van der Meulen / Maartje Wolff - How to build good habits in an Agile Team

    90 Mins
    Workshop
    Beginner

    Introduction

    Culture eats strategy for breakfast, said Peter Drucker. We all agree to that. If our organisational culture is not building up to our goals, we will never reach them. The main question is, how can you create an organisational and team culture that contributes to your goals, to productivity and success? The key for change is to form the right habits, within our agile teams. Like exercising regularly and losing weight you can develop habits for being healthy, happy, more productive and successful at work. Therefore it is important to understand the human nature and its potential for transformation. In this workshop participants get all the insights and best practices to develop habits for an happy and fulfilling (work)life and organisational culture.

  • Liked Siddharth Kulkarni
    keyboard_arrow_down

    Siddharth Kulkarni - Dr Culture Shock - Or How I stopped worrying and embraced Org Culture

    45 Mins
    Talk
    Intermediate

    The org culture mantra is usually considered a silicon valley mumbo jumbo. Although many companies and teams rant about culture, very few in my opinion take it seriously. In this talk I would like to discuss the importance of Org culture and how it makes or breaks businesses and teams. I will lay out some key pointers that will help the influencers in the audience make decisions about their org or team culture. The talk will be in the context of culture in tech companies.

  • Liked Verna van Schaik
    keyboard_arrow_down

    Verna van Schaik - Agile is an Inside Job - Creating Agile Cultures

    45 Mins
    Tutorial
    Intermediate

    Agile is only as good as the people who use it! Agile mindsets and behaviors often aren't in-built, and don't easily arrive through 'doing' Agile. How can one actively shift teams into an Agile way of thinking and so shift an organization into a more Agile Culture ?

    Agile teams are only as Agile as the people inside them and most of those people have been taught to show up using old, traditional, unilateral control mindsets. Bringing in Agile often becomes nothing more than a new way to make the old decisions - we get what we got before but in a new way.

    Bringing in Agile Culture Leadership Labs allows people at all level (leaders and especially non-leaders) to see their thinking and expose the hidden values and beliefs that generate behaviour. Without this double loop, new skills revert back to habit! With it, people are able to shift themselves and really live Agile!