International succes med cloud og agile

Erfaringer med agile metoder og

datadrevet læring

BestBrains 20th November 2012

Mikkel Hippe Brun

CSO & Co-founder @tradeshift @hippebrun

About this talk

•  Our considerations about working agile –  In product development – At the business level – As a growing organization

(32,160,233) (91,195,255)

(32,160,233)

(107,174,88) (122,211,97)

(107,174,88)

(245,245,245)

(61,61,61)

(0,0,0)

(0,0,0)

(61,61,61)

(191,0,0) (240,14,14)

(191,0,0)

(255,255,204)

Jamen&–&så&fyr&mig!&&

Offentligt&ansat&fra&2004&7&2010&

From 2005 – 2010: 75 mio. e-invoices

(32,160,233) (91,195,255)

(32,160,233)

(107,174,88) (122,211,97)

(107,174,88)

(245,245,245)

(61,61,61)

(0,0,0)

(0,0,0)

(61,61,61)

(191,0,0) (240,14,14)

(191,0,0)

(255,255,204)

Tradeshi<&

It all started with a Tweet..

ML: HEEELP. contact me if you really understand software for Municipalities (small)

4th of June 2009 @ml What do you want to know? (Google me).

4th of June 2009

ML: @christianlanng I wanna know all u know!

5th of June 2009

3"år,"70"medarbejdere,"6"lande"&"16"na3onaliteter"

A global business network

•  We connect buyers and suppliers •  In less than 18 months Tradeshift spread to 190 countries •  Gained more than +120,000 companies •  Customers include:

(32,160,233) (91,195,255)

(32,160,233)

(107,174,88) (122,211,97)

(107,174,88)

(245,245,245)

(61,61,61)

(0,0,0)

(0,0,0)

(61,61,61)

(191,0,0) (240,14,14)

(191,0,0)

(255,255,204)

Agile&&

(32,160,233) (91,195,255)

(32,160,233)

(107,174,88) (122,211,97)

(107,174,88)

(245,245,245)

(61,61,61)

(0,0,0)

(0,0,0)

(61,61,61)

(191,0,0) (240,14,14)

(191,0,0)

(255,255,204)

How"we"started.."

•  Cheap!"•  Development"in""

– Copenhagen""– Peru"– Sri"Lanka"–  Jutland"

(32,160,233) (91,195,255)

(32,160,233)

(107,174,88) (122,211,97)

(107,174,88)

(245,245,245)

(61,61,61)

(0,0,0)

(0,0,0)

(61,61,61)

(191,0,0) (240,14,14)

(191,0,0)

(255,255,204)

How"we"evolved"

•  Outsourced"teams,"quasi"waterfall/scrumMfall"

(~10"devs)"

•  CoMloca3on,"scrum"(~12"devs)"

•  InMhouse,"change"M".."and"kanMban"(~8"devs)"•  SelfMorganizing"teams"and"PALs"(~22"devs,"70"

people)"

•  …"going"forward?"

Previous experience with Agile

•  NemHandel •  Scrum based development •  Development in – Copenhagen – Lima, Peru – Sri Lanka

The Agile Manifesto Our highest priority is to satisfy the customer through early and continuous delivery of

valuable software.

Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

Business people and developers must work together daily throughout the project.

The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

Working software is the primary measure of progress.

The best architectures, requirements, and designs emerge from self-organizing teams.

Scrum

•  3 roles – Team member, Product Owner, Scrummaster

•  3 artifacts – Product backlog, Sprint Backlog, Deliveries

•  3 cycles – Daily Scrum, Sprint, Release

Use cases for product

Endless lists of priorities

Key learning's

•  Product owner prioritization is hard •  Founders became a blocker for progress •  Difficult with large development team •  Small changes all over the product •  Cross functional teams is key •  Innovation became increasingly difficult

What we did to cope

•  Brute force •  Burning platform •  Crunches

•  Wears everyone down – long term

Maturing •  Defining must-win battles – Scale our network – Create the best possible product – Monetize our network

•  Organizing in smaller cross functional teams

•  Work with validated learning

Trello"

(32,160,233) (91,195,255)

(32,160,233)

(107,174,88) (122,211,97)

(107,174,88)

(245,245,245)

(61,61,61)

(0,0,0)

(0,0,0)

(61,61,61)

(191,0,0) (240,14,14)

(191,0,0)

(255,255,204)

Validated&learning&&

The book

•  The Lean Startup Method •  by Eric Ries

Validated learning •  Every action is based on assumptions

•  Right = progress •  Wrong = wasted peoples time

•  Progress => moving towards sustainable growth –  value hypothesis: why users will spend time with the product –  growth hypothesis: how new users come in contact with the

product

•  Validation: We want to know that we learn the right thing

The Lean Startup Cycle

Idea"

Build&

Code"

Measure&

Data"

Learn&

Learning through feedback •  Low cycle time - learn fast. Fail fast.

•  Demonstrate value-creating activities in shortest possible time with least possible effort

•  Put it in front of target audience and measure behavior

•  Compare to baseline and learn

Approach 1.  Formulate hypothesis:�

“I think that X will improve Y.”

2.  Measure the baseline:�“Y behaves like this today”

3.  Build the experiment:�“This is demonstrates the core assumption of X”

4.  Execute on validated learning –  Pivot if returns are diminishing –  Persevere if growth is to be had

How to build it..

•  Low cycle time – Agile approach – Fast deployment pipeline – Minimize organizational dependencies

•  A/B testing framework

Supporting short cycle times The automated release pipeline – Development has flexibility – Operations has stability – Developer-driven deployment

The cool open source tools – Automatic builds, tests and deploys – Scale with on-demand servers (and cost) – Automated infrastructure management

One"cycle:"build,"test,"integrate,"stage"release,"deploy"to"produc3on"

The data supports it

The hard bits •  Continuous deployment – When you are in 190 countries.. – When you are approaching 200K users – When you support browsers back to IE7

•  Building 2 of each – When you have an ambitious feature scope – When you do testing

•  Finding the crucial experiments – Scoping them

Tracking

A/B tests

(32,160,233) (91,195,255)

(32,160,233)

(107,174,88) (122,211,97)

(107,174,88)

(245,245,245)

(61,61,61)

(0,0,0)

(0,0,0)

(61,61,61)

(191,0,0) (240,14,14)

(191,0,0)

(255,255,204)

The&agile&organizaEon&

Our approach to innovation •  Think like pirates •  Act like pirates •  Think outside the box

–  Challenge decisions

•  Agile •  Validated Learning

–  Its OK to make mistakes

•  Debate and question –  Heated!

•  Team camps •  Transparency

–  Buck –  Yammer

•  Break up structures •  Crunches

Project structure

"

"

Microteam"

(2M3"people)"

Microteam"

(2M3"people)"

Microteam"

(2M3"people)"

Microteam"

(2M3"people)"

Product"

Area"

Lead"

Product"Area"Product"

Strategy"

Group"

Team Camps

•  2 days every quarter •  New teams •  Role plays •  Simulations

–  6 months work in 12 hours

•  Challenge to the limit

Alt ved Tradeshi! kører i cykler Kvartalsvis:

•  Team Camp / justering af strategi

•  Restrukturering af organisation

•  Bestyrelsesmøde

•  Management camp

Hver måned:

•  Retrospektiv på hvert team –  Evaluering af samarbejdet i hvert team

–  Hvilke 3 ting vil vi gøre bedre?

Hver 14. dag (4 forskellige møder)

•  Big sync – hele firmaet (strategi + tal)

•  Produkt og udvikling

•  Kommerciel

•  Ledelse (På tværs af marketing, udvikling, leverance, økonomi etc.)

Hver uge

•  Monday Morning wake-up (Alle i Europa ringer ind)

•  Release af nyt produkt for hvert team (hver uge eller hver 14. dag)

Hver dag

•  15 minutter wake-up på hvert team (hvad lavede vi i går, hvad skal vi lave i dag)

Thank you

Twi"er @hippebrun