SlideShare ist ein Scribd-Unternehmen logo
1 von 42
Downloaden Sie, um offline zu lesen
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)




                                       (107,174,88)




                                         (61,61,61)




                                       (245,245,245




Jamen&–&så&fyr&mig!&                     (191,0,0)




        &                              (255,255,204




 Offentligt&ansat&fra&2004&7&2010   &
International succes med cloud og agile
From 2005 – 2010: 75 mio. e-invoices
(32,160,233)




             (107,174,88)




               (61,61,61)




             (245,245,245




Tradeshi<&     (191,0,0)




             (255,255,204
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)




         (107,174,88)




           (61,61,61)




         (245,245,245




Agile&     (191,0,0)




 &       (255,255,204
(32,160,233)




            How"we"started.."   (107,174,88)




                                  (61,61,61)

•  Cheap!"
•  Development"in""             (245,245,245




  –  Copenhagen""                 (191,0,0)



  –  Peru"
                                (255,255,204


  –  Sri"Lanka"
  –  Jutland"
(32,160,233)




             How"we"evolved"                       (107,174,88)




                                                     (61,61,61)

•  Outsourced"teams,"quasi"waterfall/scrumMfall"
   (~10"devs)"                                     (245,245,245




•  CoMloca3on,"scrum"(~12"devs)"                     (191,0,0)




•  InMhouse,"change"M".."and"kanMban"(~8"devs)"    (255,255,204



•  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
                                                   early and continuous delivery of
   Our highest priority is to satisfy the customer through

                                           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)




                      (107,174,88)




                        (61,61,61)




                      (245,245,245




Validated&learning&     (191,0,0)




        &             (255,255,204
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"


    Learn&              Build&




    Data"               Code"


             Measure&
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
International succes med cloud og agile
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
International succes med cloud og agile
(32,160,233)




                         (107,174,88)




                           (61,61,61)




                         (245,245,245




The&agile&organizaEon&     (191,0,0)




                         (255,255,204
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
                                 Product"Area"
Product"
Strategy"
 Group"
                                            "
                                            "
                                       Product"
                                        Area"
                                        Lead"
            Microteam"                                       Microteam"
            (2M3"people)"                                    (2M3"people)"




                            Microteam"             Microteam"
                            (2M3"people)"         (2M3"people)"
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

Weitere ähnliche Inhalte

Was ist angesagt?

Overview of Agile for Business Analysts
Overview of Agile for Business AnalystsOverview of Agile for Business Analysts
Overview of Agile for Business AnalystsSally Elatta
 
DevOps Paradox: Going Faster Brings Higher Quality, Lower Costs, & Better Out...
DevOps Paradox: Going Faster Brings Higher Quality, Lower Costs, & Better Out...DevOps Paradox: Going Faster Brings Higher Quality, Lower Costs, & Better Out...
DevOps Paradox: Going Faster Brings Higher Quality, Lower Costs, & Better Out...dev2ops
 
Agile the Squads Way
Agile the Squads WayAgile the Squads Way
Agile the Squads WayDaan Assen
 
Lean & kanban alem da agilidade
Lean & kanban alem da agilidadeLean & kanban alem da agilidade
Lean & kanban alem da agilidadeDiego Pacheco
 
The toyota way
The toyota wayThe toyota way
The toyota wayvrkraam
 
Lean Kanban India 2015 | Kanban - Myths or Facts | Mahesh Vardhrajan
Lean Kanban India 2015 | Kanban - Myths or Facts | Mahesh VardhrajanLean Kanban India 2015 | Kanban - Myths or Facts | Mahesh Vardhrajan
Lean Kanban India 2015 | Kanban - Myths or Facts | Mahesh VardhrajanLeanKanbanIndia
 
Agile The Kanban Way - Central MA PMI 2011
Agile The Kanban Way - Central MA PMI 2011Agile The Kanban Way - Central MA PMI 2011
Agile The Kanban Way - Central MA PMI 2011Gil Irizarry
 
Transitioning to Kanban: Theory and Practice - Project Summit Boston 2011
Transitioning to Kanban: Theory and Practice - Project Summit Boston 2011Transitioning to Kanban: Theory and Practice - Project Summit Boston 2011
Transitioning to Kanban: Theory and Practice - Project Summit Boston 2011Gil Irizarry
 
Executive agility to be able to respond effectively in chaosZXM Webinar -
Executive agility to be able to respond effectively in chaosZXM Webinar - Executive agility to be able to respond effectively in chaosZXM Webinar -
Executive agility to be able to respond effectively in chaosZXM Webinar - Mia Horrigan
 
Our approach to kaizen, lean it summit, prochazka, chmelar
Our approach to kaizen, lean it summit, prochazka, chmelarOur approach to kaizen, lean it summit, prochazka, chmelar
Our approach to kaizen, lean it summit, prochazka, chmelarJaroslav Procházka
 
The History of DevOps (and what you need to do about it)
The History of DevOps (and what you need to do about it)The History of DevOps (and what you need to do about it)
The History of DevOps (and what you need to do about it)dev2ops
 
Lean and the Extended Value Stream
Lean and the Extended Value StreamLean and the Extended Value Stream
Lean and the Extended Value StreamDarren Dolcemascolo
 

Was ist angesagt? (14)

Devops 4 Saas
Devops 4 SaasDevops 4 Saas
Devops 4 Saas
 
Overview of Agile for Business Analysts
Overview of Agile for Business AnalystsOverview of Agile for Business Analysts
Overview of Agile for Business Analysts
 
How Living Social uses Rypple
How Living Social uses RyppleHow Living Social uses Rypple
How Living Social uses Rypple
 
DevOps Paradox: Going Faster Brings Higher Quality, Lower Costs, & Better Out...
DevOps Paradox: Going Faster Brings Higher Quality, Lower Costs, & Better Out...DevOps Paradox: Going Faster Brings Higher Quality, Lower Costs, & Better Out...
DevOps Paradox: Going Faster Brings Higher Quality, Lower Costs, & Better Out...
 
Agile the Squads Way
Agile the Squads WayAgile the Squads Way
Agile the Squads Way
 
Lean & kanban alem da agilidade
Lean & kanban alem da agilidadeLean & kanban alem da agilidade
Lean & kanban alem da agilidade
 
The toyota way
The toyota wayThe toyota way
The toyota way
 
Lean Kanban India 2015 | Kanban - Myths or Facts | Mahesh Vardhrajan
Lean Kanban India 2015 | Kanban - Myths or Facts | Mahesh VardhrajanLean Kanban India 2015 | Kanban - Myths or Facts | Mahesh Vardhrajan
Lean Kanban India 2015 | Kanban - Myths or Facts | Mahesh Vardhrajan
 
Agile The Kanban Way - Central MA PMI 2011
Agile The Kanban Way - Central MA PMI 2011Agile The Kanban Way - Central MA PMI 2011
Agile The Kanban Way - Central MA PMI 2011
 
Transitioning to Kanban: Theory and Practice - Project Summit Boston 2011
Transitioning to Kanban: Theory and Practice - Project Summit Boston 2011Transitioning to Kanban: Theory and Practice - Project Summit Boston 2011
Transitioning to Kanban: Theory and Practice - Project Summit Boston 2011
 
Executive agility to be able to respond effectively in chaosZXM Webinar -
Executive agility to be able to respond effectively in chaosZXM Webinar - Executive agility to be able to respond effectively in chaosZXM Webinar -
Executive agility to be able to respond effectively in chaosZXM Webinar -
 
Our approach to kaizen, lean it summit, prochazka, chmelar
Our approach to kaizen, lean it summit, prochazka, chmelarOur approach to kaizen, lean it summit, prochazka, chmelar
Our approach to kaizen, lean it summit, prochazka, chmelar
 
The History of DevOps (and what you need to do about it)
The History of DevOps (and what you need to do about it)The History of DevOps (and what you need to do about it)
The History of DevOps (and what you need to do about it)
 
Lean and the Extended Value Stream
Lean and the Extended Value StreamLean and the Extended Value Stream
Lean and the Extended Value Stream
 

Andere mochten auch

Phase error assessment of MIRASSMOS by means of Redundant Space Calibration.pdf
Phase error assessment of MIRASSMOS by means of Redundant Space Calibration.pdfPhase error assessment of MIRASSMOS by means of Redundant Space Calibration.pdf
Phase error assessment of MIRASSMOS by means of Redundant Space Calibration.pdfgrssieee
 
ntrs_investor_day_cfo
ntrs_investor_day_cfontrs_investor_day_cfo
ntrs_investor_day_cfofinance38
 
Final Alfresco Active Endpoints Tech Talk Live June 12 2009
Final Alfresco Active Endpoints Tech Talk Live June 12 2009Final Alfresco Active Endpoints Tech Talk Live June 12 2009
Final Alfresco Active Endpoints Tech Talk Live June 12 2009quyong2000
 
Styr gennem kaos
Styr gennem kaosStyr gennem kaos
Styr gennem kaosBestBrains
 

Andere mochten auch (7)

expodesarrollo29
expodesarrollo29expodesarrollo29
expodesarrollo29
 
Iso9001 Agile Teams
Iso9001 Agile TeamsIso9001 Agile Teams
Iso9001 Agile Teams
 
Phase error assessment of MIRASSMOS by means of Redundant Space Calibration.pdf
Phase error assessment of MIRASSMOS by means of Redundant Space Calibration.pdfPhase error assessment of MIRASSMOS by means of Redundant Space Calibration.pdf
Phase error assessment of MIRASSMOS by means of Redundant Space Calibration.pdf
 
ntrs_investor_day_cfo
ntrs_investor_day_cfontrs_investor_day_cfo
ntrs_investor_day_cfo
 
Final Alfresco Active Endpoints Tech Talk Live June 12 2009
Final Alfresco Active Endpoints Tech Talk Live June 12 2009Final Alfresco Active Endpoints Tech Talk Live June 12 2009
Final Alfresco Active Endpoints Tech Talk Live June 12 2009
 
Styr gennem kaos
Styr gennem kaosStyr gennem kaos
Styr gennem kaos
 
Bf25342345
Bf25342345Bf25342345
Bf25342345
 

Ähnlich wie International succes med cloud og agile

Dashlane Mission Teams
Dashlane Mission TeamsDashlane Mission Teams
Dashlane Mission TeamsDashlane
 
How to create awesome customer experiences
How to create awesome customer experiencesHow to create awesome customer experiences
How to create awesome customer experiencesMorgan Simonsen
 
Apply Scrum to Your Hardware & Manufacturing Projects for Better Results by H...
Apply Scrum to Your Hardware & Manufacturing Projects for Better Results by H...Apply Scrum to Your Hardware & Manufacturing Projects for Better Results by H...
Apply Scrum to Your Hardware & Manufacturing Projects for Better Results by H...SmitsMC LLC
 
Project Management Foundations Series Course 104 - Agile Project Management C...
Project Management Foundations Series Course 104 - Agile Project Management C...Project Management Foundations Series Course 104 - Agile Project Management C...
Project Management Foundations Series Course 104 - Agile Project Management C...Think For A Change
 
Become Efficient or Die: The Story of BackType
Become Efficient or Die: The Story of BackTypeBecome Efficient or Die: The Story of BackType
Become Efficient or Die: The Story of BackTypenathanmarz
 
DevOpsGuys Scaling DevOps @ #CIOWaterCooler - June 2018
DevOpsGuys Scaling DevOps @ #CIOWaterCooler - June 2018DevOpsGuys Scaling DevOps @ #CIOWaterCooler - June 2018
DevOpsGuys Scaling DevOps @ #CIOWaterCooler - June 2018DevOpsGroup
 
How to choose tools for DevOps and Continuous Delivery - DevOps Cardiff
How to choose tools for DevOps and Continuous Delivery - DevOps CardiffHow to choose tools for DevOps and Continuous Delivery - DevOps Cardiff
How to choose tools for DevOps and Continuous Delivery - DevOps CardiffMatthew Skelton
 
Holistic Product Development
Holistic Product DevelopmentHolistic Product Development
Holistic Product DevelopmentGary Pedretti
 
Will Everitt, Pacific Magazines
Will Everitt, Pacific Magazines Will Everitt, Pacific Magazines
Will Everitt, Pacific Magazines Hilary Ip
 
Will everitt
Will everitt   Will everitt
Will everitt Hilary Ip
 
UX in Action: IBM Watson
UX in Action: IBM WatsonUX in Action: IBM Watson
UX in Action: IBM WatsonUserTesting
 
WEBINAR: Using Scrum for Hardware Development
WEBINAR: Using Scrum for Hardware DevelopmentWEBINAR: Using Scrum for Hardware Development
WEBINAR: Using Scrum for Hardware DevelopmentBelatrix Software
 
Scrum day scaled agile - wolfgang hilpert - sascha gessler
Scrum day   scaled agile - wolfgang hilpert - sascha gesslerScrum day   scaled agile - wolfgang hilpert - sascha gessler
Scrum day scaled agile - wolfgang hilpert - sascha gesslerWolfgang Hilpert
 
Agile Development Practices May 2017
Agile Development Practices May 2017Agile Development Practices May 2017
Agile Development Practices May 2017Jaroslav Gergic
 
Lean en gros, c'est comme l'Agilité, sauf que... - Martin Goyette
Lean en gros, c'est comme l'Agilité, sauf que... - Martin GoyetteLean en gros, c'est comme l'Agilité, sauf que... - Martin Goyette
Lean en gros, c'est comme l'Agilité, sauf que... - Martin GoyetteAgile Montréal
 
(SPOT205) 5 Lessons for Managing Massive IT Transformation Projects
(SPOT205) 5 Lessons for Managing Massive IT Transformation Projects(SPOT205) 5 Lessons for Managing Massive IT Transformation Projects
(SPOT205) 5 Lessons for Managing Massive IT Transformation ProjectsAmazon Web Services
 
Oxford Innovation - case study
Oxford Innovation - case studyOxford Innovation - case study
Oxford Innovation - case studyAgileOnTheBeach
 

Ähnlich wie International succes med cloud og agile (20)

Dashlane Mission Teams
Dashlane Mission TeamsDashlane Mission Teams
Dashlane Mission Teams
 
How to create awesome customer experiences
How to create awesome customer experiencesHow to create awesome customer experiences
How to create awesome customer experiences
 
Lean Tribe 30
Lean Tribe 30Lean Tribe 30
Lean Tribe 30
 
Apply Scrum to Your Hardware & Manufacturing Projects for Better Results by H...
Apply Scrum to Your Hardware & Manufacturing Projects for Better Results by H...Apply Scrum to Your Hardware & Manufacturing Projects for Better Results by H...
Apply Scrum to Your Hardware & Manufacturing Projects for Better Results by H...
 
Project Management Foundations Series Course 104 - Agile Project Management C...
Project Management Foundations Series Course 104 - Agile Project Management C...Project Management Foundations Series Course 104 - Agile Project Management C...
Project Management Foundations Series Course 104 - Agile Project Management C...
 
Become Efficient or Die: The Story of BackType
Become Efficient or Die: The Story of BackTypeBecome Efficient or Die: The Story of BackType
Become Efficient or Die: The Story of BackType
 
DevOpsGuys Scaling DevOps @ #CIOWaterCooler - June 2018
DevOpsGuys Scaling DevOps @ #CIOWaterCooler - June 2018DevOpsGuys Scaling DevOps @ #CIOWaterCooler - June 2018
DevOpsGuys Scaling DevOps @ #CIOWaterCooler - June 2018
 
How to choose tools for DevOps and Continuous Delivery - DevOps Cardiff
How to choose tools for DevOps and Continuous Delivery - DevOps CardiffHow to choose tools for DevOps and Continuous Delivery - DevOps Cardiff
How to choose tools for DevOps and Continuous Delivery - DevOps Cardiff
 
Holistic Product Development
Holistic Product DevelopmentHolistic Product Development
Holistic Product Development
 
Will Everitt, Pacific Magazines
Will Everitt, Pacific Magazines Will Everitt, Pacific Magazines
Will Everitt, Pacific Magazines
 
Will everitt
Will everitt   Will everitt
Will everitt
 
UX in Action: IBM Watson
UX in Action: IBM WatsonUX in Action: IBM Watson
UX in Action: IBM Watson
 
WEBINAR: Using Scrum for Hardware Development
WEBINAR: Using Scrum for Hardware DevelopmentWEBINAR: Using Scrum for Hardware Development
WEBINAR: Using Scrum for Hardware Development
 
State of Agile 2017
State of Agile 2017State of Agile 2017
State of Agile 2017
 
Scrum day scaled agile - wolfgang hilpert - sascha gessler
Scrum day   scaled agile - wolfgang hilpert - sascha gesslerScrum day   scaled agile - wolfgang hilpert - sascha gessler
Scrum day scaled agile - wolfgang hilpert - sascha gessler
 
Agile Development Practices May 2017
Agile Development Practices May 2017Agile Development Practices May 2017
Agile Development Practices May 2017
 
Lean en gros, c'est comme l'Agilité, sauf que... - Martin Goyette
Lean en gros, c'est comme l'Agilité, sauf que... - Martin GoyetteLean en gros, c'est comme l'Agilité, sauf que... - Martin Goyette
Lean en gros, c'est comme l'Agilité, sauf que... - Martin Goyette
 
(SPOT205) 5 Lessons for Managing Massive IT Transformation Projects
(SPOT205) 5 Lessons for Managing Massive IT Transformation Projects(SPOT205) 5 Lessons for Managing Massive IT Transformation Projects
(SPOT205) 5 Lessons for Managing Massive IT Transformation Projects
 
Oxford Innovation - case study
Oxford Innovation - case studyOxford Innovation - case study
Oxford Innovation - case study
 
Agile at Scale
Agile at ScaleAgile at Scale
Agile at Scale
 

Mehr von BestBrains

Psykologien i agile teams
Psykologien i agile teamsPsykologien i agile teams
Psykologien i agile teamsBestBrains
 
Bliv en haj til nedbrydning okt 2016
Bliv en haj til nedbrydning okt 2016 Bliv en haj til nedbrydning okt 2016
Bliv en haj til nedbrydning okt 2016 BestBrains
 
Vsm best brains presentation_ september 2016_v4 2
Vsm best brains presentation_ september 2016_v4 2Vsm best brains presentation_ september 2016_v4 2
Vsm best brains presentation_ september 2016_v4 2BestBrains
 
Lars thorup-react-and-redux-2016-09
Lars thorup-react-and-redux-2016-09Lars thorup-react-and-redux-2016-09
Lars thorup-react-and-redux-2016-09BestBrains
 
BestBrains café-møde: Kanban med Lego ved Jesper Thaning
BestBrains café-møde: Kanban med Lego ved Jesper ThaningBestBrains café-møde: Kanban med Lego ved Jesper Thaning
BestBrains café-møde: Kanban med Lego ved Jesper ThaningBestBrains
 
Projektleder i agilt setup, cafemøde hos BestBrains, april 2016
Projektleder i agilt setup, cafemøde hos BestBrains, april 2016Projektleder i agilt setup, cafemøde hos BestBrains, april 2016
Projektleder i agilt setup, cafemøde hos BestBrains, april 2016BestBrains
 
BestBrains café-møde d. 14. april: Retrospektiv antipatterns
BestBrains café-møde d. 14. april: Retrospektiv antipatternsBestBrains café-møde d. 14. april: Retrospektiv antipatterns
BestBrains café-møde d. 14. april: Retrospektiv antipatternsBestBrains
 
Gør urværket synligt for dine teams
Gør urværket synligt for dine teamsGør urværket synligt for dine teams
Gør urværket synligt for dine teamsBestBrains
 
Tddbdd workshop
Tddbdd workshopTddbdd workshop
Tddbdd workshopBestBrains
 
Craftsmanship 2016 -BestBrains Café-møder
Craftsmanship 2016 -BestBrains Café-møderCraftsmanship 2016 -BestBrains Café-møder
Craftsmanship 2016 -BestBrains Café-møderBestBrains
 
Best brains kanban med lego januar 2016 handout
Best brains kanban med lego januar 2016 handoutBest brains kanban med lego januar 2016 handout
Best brains kanban med lego januar 2016 handoutBestBrains
 
Bliv en ørn til estimering nov 2015
Bliv en ørn til estimering nov 2015Bliv en ørn til estimering nov 2015
Bliv en ørn til estimering nov 2015BestBrains
 
Den agile transformation november 2015
Den agile transformation november 2015Den agile transformation november 2015
Den agile transformation november 2015BestBrains
 
Sandheden om agile udviklingsteams
Sandheden om agile udviklingsteamsSandheden om agile udviklingsteams
Sandheden om agile udviklingsteamsBestBrains
 
Intro til agile 31 aug 2015
Intro til agile 31 aug 2015Intro til agile 31 aug 2015
Intro til agile 31 aug 2015BestBrains
 
Lær 3 agile metoder på en aften, august 2015
Lær 3 agile metoder på en aften, august 2015Lær 3 agile metoder på en aften, august 2015
Lær 3 agile metoder på en aften, august 2015BestBrains
 
Bliv en haj til nedbrydning, aug 2015.
Bliv en haj til nedbrydning, aug 2015.Bliv en haj til nedbrydning, aug 2015.
Bliv en haj til nedbrydning, aug 2015.BestBrains
 
Haj til nedbrydning juni 2015
Haj til nedbrydning juni 2015Haj til nedbrydning juni 2015
Haj til nedbrydning juni 2015BestBrains
 
Motivation - fedt, farligt & flygtigt.
Motivation - fedt, farligt & flygtigt.Motivation - fedt, farligt & flygtigt.
Motivation - fedt, farligt & flygtigt.BestBrains
 
Switch -den_agile_omstilling
Switch  -den_agile_omstillingSwitch  -den_agile_omstilling
Switch -den_agile_omstillingBestBrains
 

Mehr von BestBrains (20)

Psykologien i agile teams
Psykologien i agile teamsPsykologien i agile teams
Psykologien i agile teams
 
Bliv en haj til nedbrydning okt 2016
Bliv en haj til nedbrydning okt 2016 Bliv en haj til nedbrydning okt 2016
Bliv en haj til nedbrydning okt 2016
 
Vsm best brains presentation_ september 2016_v4 2
Vsm best brains presentation_ september 2016_v4 2Vsm best brains presentation_ september 2016_v4 2
Vsm best brains presentation_ september 2016_v4 2
 
Lars thorup-react-and-redux-2016-09
Lars thorup-react-and-redux-2016-09Lars thorup-react-and-redux-2016-09
Lars thorup-react-and-redux-2016-09
 
BestBrains café-møde: Kanban med Lego ved Jesper Thaning
BestBrains café-møde: Kanban med Lego ved Jesper ThaningBestBrains café-møde: Kanban med Lego ved Jesper Thaning
BestBrains café-møde: Kanban med Lego ved Jesper Thaning
 
Projektleder i agilt setup, cafemøde hos BestBrains, april 2016
Projektleder i agilt setup, cafemøde hos BestBrains, april 2016Projektleder i agilt setup, cafemøde hos BestBrains, april 2016
Projektleder i agilt setup, cafemøde hos BestBrains, april 2016
 
BestBrains café-møde d. 14. april: Retrospektiv antipatterns
BestBrains café-møde d. 14. april: Retrospektiv antipatternsBestBrains café-møde d. 14. april: Retrospektiv antipatterns
BestBrains café-møde d. 14. april: Retrospektiv antipatterns
 
Gør urværket synligt for dine teams
Gør urværket synligt for dine teamsGør urværket synligt for dine teams
Gør urværket synligt for dine teams
 
Tddbdd workshop
Tddbdd workshopTddbdd workshop
Tddbdd workshop
 
Craftsmanship 2016 -BestBrains Café-møder
Craftsmanship 2016 -BestBrains Café-møderCraftsmanship 2016 -BestBrains Café-møder
Craftsmanship 2016 -BestBrains Café-møder
 
Best brains kanban med lego januar 2016 handout
Best brains kanban med lego januar 2016 handoutBest brains kanban med lego januar 2016 handout
Best brains kanban med lego januar 2016 handout
 
Bliv en ørn til estimering nov 2015
Bliv en ørn til estimering nov 2015Bliv en ørn til estimering nov 2015
Bliv en ørn til estimering nov 2015
 
Den agile transformation november 2015
Den agile transformation november 2015Den agile transformation november 2015
Den agile transformation november 2015
 
Sandheden om agile udviklingsteams
Sandheden om agile udviklingsteamsSandheden om agile udviklingsteams
Sandheden om agile udviklingsteams
 
Intro til agile 31 aug 2015
Intro til agile 31 aug 2015Intro til agile 31 aug 2015
Intro til agile 31 aug 2015
 
Lær 3 agile metoder på en aften, august 2015
Lær 3 agile metoder på en aften, august 2015Lær 3 agile metoder på en aften, august 2015
Lær 3 agile metoder på en aften, august 2015
 
Bliv en haj til nedbrydning, aug 2015.
Bliv en haj til nedbrydning, aug 2015.Bliv en haj til nedbrydning, aug 2015.
Bliv en haj til nedbrydning, aug 2015.
 
Haj til nedbrydning juni 2015
Haj til nedbrydning juni 2015Haj til nedbrydning juni 2015
Haj til nedbrydning juni 2015
 
Motivation - fedt, farligt & flygtigt.
Motivation - fedt, farligt & flygtigt.Motivation - fedt, farligt & flygtigt.
Motivation - fedt, farligt & flygtigt.
 
Switch -den_agile_omstilling
Switch  -den_agile_omstillingSwitch  -den_agile_omstilling
Switch -den_agile_omstilling
 

International succes med cloud og agile

  • 1. Erfaringer med agile metoder og datadrevet læring BestBrains 20th November 2012 Mikkel Hippe Brun CSO & Co-founder @tradeshift @hippebrun
  • 2. About this talk •  Our considerations about working agile –  In product development –  At the business level –  As a growing organization
  • 3. (32,160,233) (107,174,88) (61,61,61) (245,245,245 Jamen&–&så&fyr&mig!& (191,0,0) & (255,255,204 Offentligt&ansat&fra&2004&7&2010 &
  • 5. From 2005 – 2010: 75 mio. e-invoices
  • 6. (32,160,233) (107,174,88) (61,61,61) (245,245,245 Tradeshi<& (191,0,0) (255,255,204
  • 7. 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
  • 9. 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:
  • 10. (32,160,233) (107,174,88) (61,61,61) (245,245,245 Agile& (191,0,0) & (255,255,204
  • 11. (32,160,233) How"we"started.." (107,174,88) (61,61,61) •  Cheap!" •  Development"in"" (245,245,245 –  Copenhagen"" (191,0,0) –  Peru" (255,255,204 –  Sri"Lanka" –  Jutland"
  • 12. (32,160,233) How"we"evolved" (107,174,88) (61,61,61) •  Outsourced"teams,"quasi"waterfall/scrumMfall" (~10"devs)" (245,245,245 •  CoMloca3on,"scrum"(~12"devs)" (191,0,0) •  InMhouse,"change"M".."and"kanMban"(~8"devs)" (255,255,204 •  SelfMorganizing"teams"and"PALs"(~22"devs,"70" people)" •  …"going"forward?"
  • 13. Previous experience with Agile •  NemHandel •  Scrum based development •  Development in –  Copenhagen –  Lima, Peru –  Sri Lanka
  • 14. The Agile Manifesto early and continuous delivery of Our highest priority is to satisfy the customer through 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.
  • 15. Scrum •  3 roles –  Team member, Product Owner, Scrummaster •  3 artifacts –  Product backlog, Sprint Backlog, Deliveries •  3 cycles –  Daily Scrum, Sprint, Release
  • 16. Use cases for product
  • 17. Endless lists of priorities
  • 18. 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
  • 19. What we did to cope •  Brute force •  Burning platform •  Crunches •  Wears everyone down – long term
  • 20. 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
  • 22. (32,160,233) (107,174,88) (61,61,61) (245,245,245 Validated&learning& (191,0,0) & (255,255,204
  • 23. The book •  The Lean Startup Method •  by Eric Ries
  • 24. 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
  • 25. The Lean Startup Cycle Idea" Learn& Build& Data" Code" Measure&
  • 26. 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
  • 27. 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
  • 28. How to build it.. •  Low cycle time –  Agile approach –  Fast deployment pipeline –  Minimize organizational dependencies •  A/B testing framework
  • 29. 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
  • 33. 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
  • 37. (32,160,233) (107,174,88) (61,61,61) (245,245,245 The&agile&organizaEon& (191,0,0) (255,255,204
  • 38. 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
  • 39. Project structure Product"Area" Product" Strategy" Group" " " Product" Area" Lead" Microteam" Microteam" (2M3"people)" (2M3"people)" Microteam" Microteam" (2M3"people)" (2M3"people)"
  • 40. Team Camps •  2 days every quarter •  New teams •  Role plays •  Simulations –  6 months work in 12 hours •  Challenge to the limit
  • 41. 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)
  • 42. Thank you Twi er @hippebrun