Lean Kanban India 2017 | Scaling without cross-functional teams | Mike Burrows

Great products are only great if they get used. On the Atlassian growth team, we investigate what our users engage with as a focal point for improving their experience across the board. We'll show how to design successful experiments to help users get more out of their products, and share several major findings. From cross-sells to tweaking elements, this talk will teach you how to tell a compelling story to delight your customers.

Title: Scaling without cross-functional teams

Bildung

Scaling without
cross-functional teams
Copyright © 2017 Positive Incline Ltd. All rights reserved.
Mike Burrows – founder, Agendashift
Email: mike@agendashift.com
Twitter: @asplake, @agendashift & @KanbanInside
Home: www.agendashift.com

Mike Burrows
Email: mike@agendashift.com
Twitter: @asplake, @agendashift, @KanbanInside
Blog: positiveincline.com, blog.agendashift.com
• Consultant, trainer, coach, facilitator
• Founder, Agendashift
Author, Kanban from the Inside and Agendashift
• Brickell Key Community Contribution Award 2014
• Former Executive Director and global development
manager, then IT Director
• Interim delivery manager for two UK government digital
“exemplar” projects
#hello, my name is Mike Burrows

Scaling without
cross-functional teams
Copyright © 2017 Positive Incline Ltd. All rights reserved.
Three case studies:
1. Early growth
2. The global department
3. Rebuilding internal capability

“A complex system that works is invariably found to
have evolved from a simple system that worked.
A complex system designed from scratch never works
and cannot be patched up to make it work.You have to
start over with a working simple system.” [emphasis
mine]
Systemantics, John Gall (1975)

Dev
TS
BA/PM
Dev
TS
BA/PM
Dev
TS
BA/PM
Dev
TS
BA/PM
Dev
TS
BA/PM
GDM

Dev
TS
BA/PM
TS
BA/PM
Dev
TS
BA/PM
Dev
TS
Dev
TS
BA/PM
GDM

TS
BA/PM
TS
BA/PM
TS
BA/PM
Dev
TS
Dev
TS
BA/PM
GDM
QAQA
Dev Dev

TS
BA/PM
TS
BA/PM
QA
TS
BA/PM
Dev
TS
Dev
TS
BA/PM
GDM
C C C C
QA
Dev

Rel n+4 Rel n+3 Rel n+2 Rel n+1 Rel n
Planning Development QA Deployment Fully live

Rel n+4 Rel n+3 Rel n+2 Rel n+1 Rel n
Planning Development QA Deployment Fully live
Rel n+4 Rel n+3 Rel n+2 Rel n+1Rel n+5

Front
Middle
Back
Many systems
Frequent changes
Few systems
Infrequent changes

Front
Middle
Back
Many systems
Frequent changes
Few systems
Infrequent changes
Asyncronous Self-describing
Asyncronous Self-describing

Simon Kaplan
Start with
needs*
*user needs not government needs
www.slideshare.net/j_boye/simon-kaplan

1. Discovery
• Strategic needs; initial service design; mobilisation
2. Alpha
• Initial user testing; building capability; scoping beta
3. Beta (private / public)
• Rapid iteration; repeatability, sustainability, measurability
4. Live
• Continue to refine, extend, and deepen

Mobilisation then sustainability
Service
Manager
User
Research
User
Experience
Delivery
Manager
Product
Owner
Project
Manager
Dev Test
Content
Design
Tech
Design

Principles of scaling
1. People, skills, and capabilities over roles and
structure
• Start with respect for what you have and for what works
now (you ignore Gall’s law at your peril)
• Role is often the wrong abstraction
• Structure is an impediment only through choice
• Let needs drive capabilities and skills
– without [insisting on] cross-functional teams

Principles of scaling
1. People, skills, and capabilities over roles and structure
2. T-shaped or specialists?You have room for both!
– without [insisting on] cross-functional teams

Principles of scaling
1. People, skills, and capabilities over roles and structure
2. T-shaped or specialists?You have room for both!
3. Coupling and cohesion still matter
• Corollary: pay attention to how you coordinate
• It’s possible to do it without imposing hierarchy and
syncronisation and without destroying self-organisation
– without [insisting on] cross-functional teams

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