Seema Noronha - HOW DO WE BALANCE EFFICIENCY VS FLOW IN PRODUCT TEAMS?

What is the background situation/context for your probe?

As more and more organizations are adopting the Product organisation structure, and DevOps teams, as a service organizations we are often faced with this question on how this change will impact utilization and efficiencies. Will there be an adverse impact, especially if we let go of the efficiencies of scale we derive when doing operations as a horizontal service.  As we are embarking on enabling such a change to a Product oriented organization for a large client, these are pertinent questions that we are facing.  When there is a legacy portfolio which needs to be maintained, and we are now organizing teams around products, how much should we verticalise, vs what should be horizontalised ? In one case we have seen that client wanted to move back to horizontal operations from DevOps teams as the amount of maintenance work was too high and teams could not focus on feature development.  While there is enough said in Kanban on resource efficiency vs flow efficiency, in the context of end to end verticalization of teams with dev, ops and infra aligned, how do we find the balance ?

What is (or has been) your hypothesis?

When we focus on end to end value, the benefits far outweigh the benefits of utilization. While cost efficiencies is an important factor, it should not be looked at in isolation as efficiencies for certain services, but from an end to end product TCO perspective. Also, automation plays an important role in such a transformation. However, these benefits take time to materialize. 

What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

Would like to understand from fellow coaches on how they have navigated this issue and resolved the efficiency paradox.

Is it possible to do a cost benefit analysis, using key metrics like lead time, velocity, business value, automation index, TCO that would help us arrive at a better understanding on when it makes economic sense to move to product teams.  

Is there a specific skill/technique you would like to learn/explore at this coach camp?

Driving and sustaining pace of change, and keeping up the motivation levels of teams during the transformation journey, in the face of roadblocks and setbacks. 

Call for Papers CLOSED
Ended on Jan 25 '20 05:29 AM IST

Interested in attending the Agile Coach Camp on Oct 11th in Bengaluru? Read on...

It's been 12 Years and almost 110 viral Agile Coach Camps since our very first coach camp experiment. This year, Coach Camp co-creator Naresh Jain along with Jutta Eckstein and John Buck will lead participants in this Coach Camp in Bangalore, organized as part of the Agile India 2020 Conference.

Coach Camp Theme

As a coach, you're often the one who needs to drive and sustain change. Yet, how do you do this? What has helped and hindered you doing so and how can you best pass your experience on to other coaches or how can you best learn from other coaches?

This is the theme for this year's coach camp. To tackle this challenge, we invite you to try something new:

  • Currently, we face the following situation: Constantly driving change is getting more and more important for companies to survive in this VUCA world. At the same time, it is (or should be) the core skill of every coach – no matter if you coach individuals, teams, or organisations. However, sometimes it seems every coach has to come up with her own experience on how to drive change successfully.
  • Our hypothesis is that for driving change, every coach uses so-called probes, that are defined by small, safe-to-fail experiments based on hypotheses derived from reflection on the current situation as well as on theory. So, probing allows discovering (based on the hypothesis) what's working and what is not through one or several experiments. This allows to make sense of both the current situation but even more important of the situation we are aiming for. And if we create a knowledge base of our collective wisdom on probes we used (or intend to use) we can learn from each other.
  • Therefore, as an experiment we want to invite this year's coach camp participants to jointly discover, share, create, improve, and finally publish probes that help(ed) driving and sustaining change. As in a typical coach camp, we will use the Open Space format to explore different topics for driving change and we invite you to use probes to focus the discussions on these different topics. We anticipate as a result that the discovered and created probes will provide a foundation for such a knowledge base.

Registering for the Coach Camp

The coach camp is free of charge (financially) yet, for registration we ask you for the following:

  • Please click on the Add Paper button and submit your position paper. In your position paper, you will be asked to share an idea for a probe, consisting of a background situation (context), a hypothesis, and an experiment. This can be a probe you've implemented before, one you've discovered/heard of others implementing it, or you intend to implement. The probe should focus on the coach camp's theme: Driving Change.
  • The discussed probes provide a basis for a free and publicly accessible knowledge base.

Final Note

Please note, we want to invite you to use probes for the discussion and recording of the Open Space sessions. This is by no means an enforcement. We are well aware that there might be situations where probes are not the right means for discussing or/and recording a particular topic - and that is of course fine. After all, using probes for this coach camp is a probe in itself (and we are open to possibly invalidate our hypothesis.)

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