The document discusses descaling organizations to be more agile. It advocates for descaling by moving away from centralized functional teams and long-term planning towards autonomous product/feature teams that own the entire process. This allows organizations to adapt quickly, improve resilience, and scale in a sustainable way. The key aspects of descaling discussed are leadership, product development, testing, operations, design, infrastructure, finance, and workplace.
4. Some History
• PMO
• Steering committees
• Long term resource
planning
• Centralised functional
teams
• Shared network resources
• Many different frameworks
• Days to do a release
• Volumes of policies
5. Today
• Product / Feature Teams
• Multiple releases in a day
• ‘Domain’ Employees
• Own whole process
• Improving architecture
• Adapt quickly to changes
• Dedicated ‘team areas’
6. OpsUX / Design
Descale the company
Leadership
Product Development
TestingPMO
Leadership
Product Development
TestingPMOMobileMobile
OpsUX / Design Finance
HR InfrastructureHR Infrastructure
Finance
DevOps
Things have changed a lot in fairfax as well, this is just to give some background.
Give examples.
People started updating their apps, and by the evening when peak time hit we started having issues. Images were loading on mobile devices but very, very slowly.
we were able to transform a struggling service into a very performant and scalable one in one day.
See tech.domain.com.au for full story.
Domain “Rewards program”
Release evolution
Key Functions
Leadership: Vision for alignment
Product: Invested heavily
Development: Existing devs, struggle with change.
Testing: Focus and gain in depth knowledge, migrate to advisor role.
PMO: Finish existing projects, reduce amount of change. Ultimately decided that projects didn’t suit the way we wanted to work going forward, discuss removal.
Teams: Formed teams…
UX: Design had multiple personalities from all the project work in the past. Formed styleguide etc then joined teams
Ops: Work with queues and queues kill agility.
HR: Developed our own ‘values’ and working on other improvement like Performance reviews etc.
Finance: Changed from reporting on projects to value delivered. Light weight processes for reporting (capex opex, r&d)
Infra: Ultimate control, can spin up when needed.
Headspace
Maintenance
Simplifying usability
Evolving to be more autonomous
Scrum o Scrum’s
Team’s own cross team work by forming a partnership not a project.
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Multiple app and products in on big lump of code
Removed upfront guess work
Lightweight reporting using labels in jira