Accelerate -The Science of Lean Software and Devops – Book

Overall 8/10 – Good book that presents good ideas and clear evidence for why.
I was aware of slightly over half the best practices from this book but not all of them have been adopted by large firms. I picked up a few actions I’d take away but really the usefulness in this book may be in presenting it as evidence to try and drive change in others.

accelerate-book

Book Notes:

Measuring Performance:

  • Use capabilities to measure performance not maturity levels as maturity suggests mission complete.
  • (Scrum) Velocity is only a capacity planning tool
  • Utilization isn’t the correct measure, it should not be 100%
  • Should measure global outcome to ensure teams are not pitted against each other
  • Software Delivery Performance Depends on:
    • Lead time
    • Deployment Frequency
    • Mean Time To Restore
    • Change Fail %

Measuring and Changing Culture

  • Don’t try to change how people think, first change what people do (or change the people :))
  • Westnam Theory: Orgs with better information flow function more effectively
  1. Level 1 – Things we just know
  2. Level 2 – Culture – We can debate these within the team, e.g. importance of security
  3. Level 3 – Written artifacts and established processes

Culture Types:

  1. Pathological – based on power
  2. Bureaucratic – based on rules
  3. Generative – based on performance

Continuous Delivery

Key Principles

  1. Build quality in
  2. Work in small batches
  3. Automate repetition
  4. Relentlessly pursue continuous improvement
  5. Everyone is responsible
  6. Foundations:
    1. Comprehensive config management
    2. Continuous Integration – Small daily branch merges
    3. Continuous Testing

What Works:

  • Version control
  • Test Automation
  • Test data management
  • Trunk based development

Architecture

Goal is loose coupling to ensure bandwidth between teams isn’t swamped with implementation details.
cohesion-coupling
Can the team by itself without speaking to outsiders:
– Change architecture significantly
– Do a deployment? now? during business hours? anytime?

Critical = Tesability and Deployability
Systems are loosely coupled and can be developed and validated independently.

Management Practices

Components of Lean Management

  • Limit work in progress
  • Visual Management
  • Feedback from production
  • Lightweight change approvals

CAB – doesn’t work to increase stability!
External approvals are negatively correlated with lead time, deploy freq. and restore time.
Lean Management <-> Software delivery performance, becomes a virtuous cycle.
Lean: Build -> Measure -> Learn

Capabilities

  • Small batches
  • flow of work from requirements to user known by team
  • Actively seek user feedbck
  • Authority to create/change specs during dev without approval

Sustainable

  • Invest in employee development
  • Foster supportive work environment (no blame)
  • Ask employees what’s preventing them from achieving their objectives
  • Give time to experiment and learn

Factors Causing Employee Burnout:

  • Work overload
  • Lack of control
  • Insufficient rewards
  • Community breakdown
  • Unfairness
  • Value conflicts

Transformational Leadership

  • Vision – Clear understanding of where to be in 5 years
  • Inspiring Communication – Says things that make employee proud to be aprt of org
  • Intellectually Stimulates – Challenges my assumptions, makes me rethink principles
  • Supportive – Considers and acts to benefit my feelings
  • Personal Recognition – Commends me when I do a good job

 

Key Takeaways for Me:

  1. Most the suggestions from other books I’ve read and that I had seen work myself were correct. The large survey conducted by these authors gives me the evidence to back up my opinions.
  2. Action: In my current work, we need to find a way to get the 3 critical measurements improved. Increased release frequency and lower overhead change management would seem to be the highest effort/reward.
  3. The importance of loosely-coupled architecture gives me a clearer way to conceptualise interactions between teams and why it’s important. (limited bandwidth)

 

Andrew Grove – High Output Management – Book

Overall 10/10. A short concise book with a number of good ideas that anyone working in a large/medium or perhaps even a small company would benefit from. So good, that I re-read parts of it twice already.

High Output Management Andrew Grove

Book Notes:

Andy uses the analogy of making a breakfast to show how process->assemble->test is a common workflow at any scale. For me many of his points in manufacturing paralleled topics from lean/agile software development.

Inspection Methods:
In-process inspection e.g. theremometer for boiling eggs
Receiving inspection e.g. Inspecting eggs on delivery, parallel in software: validating user requirements
Each step takes time/effort and ads value, best to eliminate waste at the earliest stage.

Picking Good Indicators: Indicators chosen dictate our direction.
Pairing Indicators – prevent overfitting e.g. From scrum points done with busines value delived. Quantitive and qualitive often pair well.
– black-box = Just measure in/output
– Cut a hole in the box to get leading indicators. Can look at a linear indicator (graph) or a stagger chart to ensure going at correct speed or to allow estimation.
stagger chart

Controlling Future Output -Goal should be to keep inventory at earliest, lowest cost stage.
1. Build to order
2. Build to forecast

Assuring Quality
– Act as a gate – Inspect everything, push back rejects
Monitoring Step – Inspect some, stop line on problems
Variable Inspection Best – Too regular = expected, too few = gaps, no problems = inspect less, problems = inspect more, dive into one at random.
I thought some of this may be very applicable to software, consider for example Pull Reviews or User Stories or Releases, how often should senior developers ensure requirements have been gathered adequately, that jiras are well written, or inspect juniors code. Though on that last point of managing people Andy very much suggests focussing on TRM – Task Relevant Maturity,

Misc
Nudges
– Most of a managers day is gathering information. After that there are a few direct decisions but often it will be a case of nudges. Gently influencing items in the direction you think best. Note combined with Andys other point that (Managers Output) = (Output of his Org) + (Output of neighbouring Orgs) this nudging of nearby teams can be very powerful for the company overall.

Hybrid Organisations
Organisations come in two extreme forms:
Mission Oriented = Small hedge fund where everyones goal is to make money
Functional Oriented = IT Support within a bank, whos goal is to deliver IT assistance.
The hybrid organisational form is inevitable. The company I think of is when considering these concepts is McDonalds. McDonalds will have a global marketing department ensuring consistency of branding but it will also have regional departments deciding which offers to run. Similarly some resources such as packaging will be produced in a shared department while regional speciailities can be ran at a much lower level. There will always be a conflict between the goals of these different groups but similar to democracy being the least worst form of government, hybrid organisations appear to be the least-worst method of organisation.

A related concept is Dual Reporting – Individuals can be individual contributors within one team e.g. coders but at other times contribute firm-wide as part of standards committees etc. This allows using their skill sets to the fullest.

…One-to-ones, meetings and a number of other topics were also covered in the book.

Key Takeaways for Me

I really like the idea of paired indicators. Once you’ve heard the concept it’s easy to see other teams doing it wrong and only looking at one indicator. e.g. Within large finance firms there are change management or support teams whose job is to ensure stability of all systems, the metric they will almost always look at is outages and their severity. You will typically see a line or bar chart over time reported or perhaps a breakdown by team. A high number of outsages by a particular team can result in their releases being frozen. I would suggest this metric should be weighted against business value delivered. Does it matter if a system crashes badly once a week if it prints money the rest of the time? Compared to say an accounting system that never fails but delivers little additional value.

What work should a manager do? The manager is responsible for overall team delivery. Therefore a manager should work on the highest leverage item. I think Andy is right that training is an extremely high leverage activity given the return over time. Training someone now, will lead to higher quality output later. Higher quality out = less quality checks aer required and staff are happier. The importance of training does however make you wonder about the impact of the rapidly increasing employee turnover in some countries and the increased reluctance of firms to invest in training.

TRM – Task Relevant Maturity. Either someone refuses to work or can’t do the work. Their ability to do the work will depend on their Task Relevant Maturity. When considering how to assign and monitor tasks, the key metric to keep in mind is TRM.

Summary

As I said at the start, a really good book. Some of his ideas I will have to take time to digest and consider how it would change my approach to certain work. Andy even included a todo list for once you’ve finished the book that I have partly completed. The parts of the book that I was more sceptical of, I plan to force myself to consider more fully. Given how knowledgable and accurate Andy was in some areas I have experience of, I shouldn’t dismiss him in the areas that seem to me more dubious.

US Political Books

On Holiday I took an unusual diversion to read three US political books:

Reagan – Was very biased in favour of Reagan and what a great job he had done.

James Comey – Felt like James honest version of the truth as he saw it, very anti-trump. Some of the situations presented and how everyone tries to manage events to get what they want are interesting.

McCain – Was probably the most balanced book with a few more interesting stories. The best of the bunch.

The Five Dysfunctions of a Team – Book

Overall 5/10 – An OK book with little surprising content and an OK story.

five-dysfunctions-of-a-team

I think the core content is true, but the narrative that the author tried to use to deliver his points was thin and didn’t resonate with me.

The one thing this book reminded me of was the interesting research google performed analysing their teams. Over “two years we conducted 200+ interviews with Googlers (our employees) and looked at more than 250 attributes of 180+ active Google teams”, interestingly if you look at their five points (listed 1-5) it closely parallels this book (image below).

  1. Psychological safety: Can we take risks on this team without feeling insecure or embarrassed?
  2. Dependability: Can we count on each other to do high quality work on time?
  3. Structure & clarity: Are goals, roles, and execution plans on our team clear?
  4. Meaning of work: Are we working on something that is personally important for each of us?
  5. Impact of work: Do we fundamentally believe that the work we’re doing matters?

Key Takeaways

five-dysfunctions-of-a-team-levels.png

Each level relies on the one below. A team must first have trust, then no fear of conflict, then commitment to team goals, hold themselves accountable and be commited to team results.

The Checklist – Atul Gawande – Book

Overall 6/10 – Good but the few good ideas didn’t justify the book size, some parts felt like filler.

the-checklist-atul-gawande-book-medium.jpg

I liked the idea of this book as a number of processes that I am responsible for involve a long complicated process with many steps of varying difficulty that a developer is likely to forget and I thought the ideas from this book may help. Unfortunately the takeaways do not seem to carry over from medicine to software development.

Software Skills – The Software Developers Life Manual – Book

Overall 6/10 – Maybe a more junior/beginning developer would find this useful but for an inexperienced dev it’s mostly common sense.

I bought this book for the wrong reason. I saw it, looked at the index and thought that the content was exactly what I would have wanted as a beginning software developer. Problem being I’m no longer a beginning software developer so too much of the content is no longer useful.

Some Takeaways I did like:

  • Think of yourself, as a business
    • Consider what company long-term suits our goals
    • Market yourself
  • Climbing the Corporate Ladder (Big Company)
    • Take Responsibility – If you take responsibility for something, credit will follow.
    • Become Visible
  • Quota System – Forcing yourself to regularly contribute small pieces towards a big goal

Quirky ideas I wouldn’t have considered but can’t discredit or find interesting include:

  • Hire a professional resume writer. HIs argument is that you only write one and that you are not an expert. I think that could be a sound argument. I once worked for a consulting firm, where they “creatively wrote” the CVs for staff. They could remove parts that were factually true and replace it with what seemed like buzz-word bingo to a techy like me but it worked!
  • Hard work is hard and boring. Sometimes there’s no silver bullet and you just need to put in the work. Sounds obvious but I agree with the author, often people delay or try to find a magical soltuion when what is really needed is hard work. Reminds me of: “..those silver bullets that you and Mike are looking for are fine and good, but our web server is five times slower. There is no silver bullet that’s going to fix that. No, we are going to have to use a lot of lead bullets.” – Bill Turnpin
  • Any action is better than no action

Peopleware: Productive Projects and Teams – Book

Overall 7/10 – May have been more revolutionary when first released but large parts of the book would now be common knowledge

peopleware-cover

The book has 6 parts:

  1. Managing the Human Resource
  2. The Office Environment
  3. The Right People
  4. Growing Productive Teams
  5. It’s supposed to be Fun to Work Here
  6. Son of Peopleware

On first read-through I struggled with this book, perhaps it’s not ideally suited for a straight read from start to finish. There is no single narrative or clear progression from chapter to chapter. It’s more of a , here’s rough hidings and these two software guys are going to rant and deliver wisdom in this general area. On first read the points they made seem a very mixed bag of common sense, useful, interesting and some parts..impractical. It’s like two hardcore software guys got in a room and said, oh man if we could do this perfect what, how would we run things.

It was only when I reflected back that a more coherent picture came together, that I couldn’t fault most of what they said and I had an increased if begrudged respect for the book. Maybe the world just isn’t ready to embrace as high a quality of software as they suggest nor the lovely self-chosen offices. I feel like I’d love to apply their ideas to places I’ve worked but that the distance between ideal and current standard company policies are too great. I do think I would re-read this book every few years and see if I can nudge places I work towards some of those ideals that I hope are true.

My Reading Notes:

Managing the Human Resource

We are not making burgers, mistakes will happen, in fact there should be an error quota and projects/attempts get canned. A project in steady state is dead but not all things requested should be done, think about them and if they should even be started.

ch4 Quality if Time Permits

Quality far beyond that required by the end user is a means to higher productivity. “. “Quality is free, but only to those willing to pay heavily for it.” How many projects have we seen get bogged down with technical debt, have low morale and slowly die due to porr quality. Question is knowing what level of quality where. The book proposes always letting the builders decide.

“We all tend to tie our self-esteem strongly to the quality of the product we produce–not the quantity of the product, but the quality.” Even if the project would benefit from a huge amount of mediocre work, morale will suffer. They accept that the market does not need or want quality as much as the builders but that “Quality, far beyond that required by the end user, is a means to higher productivity.”

Parkinsons Lay – “Work expands to fill the time alloted”. Book claims this law is entirely wrong. That given knowledge work and high calibre employees that people want to complete stuff. Also makes a good point that bad estimates can demoralise. e.g. Didn’t make the last three sprint goals well 23 never make it so who cares. Small dataset shows builders most efficient setting goals themselves.

The Office

To me, half this chapter is obvious but useless within very large companies where avoiding cube farms is all but impossible. Some points it makes are:

  • Most offices are designed by furniture police that want neat layouts, optimising most people per room
  • Raises a fun meme you do hear a lot “Never get work done between 9-5″. I’ve worked with some offshore people that loved when everyone else went home.
  • An employee costs X, office costs fraction of X. Attempting to save $1 of office costs risks productivity of employee.
  • Data from their wargames showed quiet area with sapce essential. Space important as noice increases exponentially to volume.

ch10 – Brain vs Body Time

Consider how useless/sloppy time recording systems are. They don’t even account for what matters, FLOW. Interesting formula presented:

Efficiency-Factor = (uninterrupted hours) / (body present hours)

Books suggests some obvious but difficult things: dont answer phones, bring back small offices with doors, allow workers to organise office space.
ch13 Taking Umbrella Steps – basically says offices should be grown organiccaly and end up looking like university campuses, with many small focussed areas and lots of small offices with windows looking out at open areas. This is a far cry from most banking offices!

People

Managers unlikely to change employees personality in any major way. For short work duration, people unlikely to change. How they are at start is very similar to how they are when they leave. I personally have seen a few people change but yes it’s been the minority, this suggests hiring people is crucial step.

ch15 – Hiring a juggler .. then ask to see him juggle. Don’t just ask the theory. Favour auditions/small pieces of work with the team to see if he fits in. Rjecting people can also be a team bonding experience as it lets a good team realize how elite they are. Can you afford not to hire the best? What message would that send to your current team? This isn’t so terrifying as you’d think, you want the best for the team not necessarily smartest self centred person.

ch16 – happy to be here

What’s your annual employee turnover rate? How much does a replacement cost?

Your goal should be to instil that this is the best place to work and you would be crazy to leave. Turnover = more turnover as creates a “passing-through” mentality. If people are treated disposably, then they act like they are. You must trust people to get to know one area well and that way many will actually stay.
Self-Healing System

Methodolgies seek to enforce conformance through statute. Better to achieve convergence using:

Training – teach certain methods = they use it as they know it best
Tools – automated aids encourage use
Peer Review – Spreads training and tools people may have missed and encourages using same methods

Growing Productive Teams
ch18 Sum of the whole is greater than the parts

A jelled team works towards a SHARED COMMON GOAL. That goal may be arbitrary or boring (100% test coverage) but its essential to have. Notice that goal may not correspond to firms overall goal e.g. increased profits Q4. A jelled team will have: strong ssense of Identity and Eliteness.
Teamicide – things that Destroy Teams

Buracracy
Physical Separation
Fragmentation of Peoples Time
Defensive Management – trust your team
Quality Reduction of Product
Phoney Deadlines
Clique Control

ch23 – Chemistry for Team Formation

Cult of Quality
Provide Lots of satisfying Closure
Build a sense of Eliteness
Encourage Heterogenity
Preserve and Protect Teams
Provide Strategic not Tactical Direction

It’s supposed to be Fun to Work Here

ch24 – Chaos and Order – People crave some disorder and unexpected fun. Suggestions include: hackathons, wargames, pilot projects.
ch30 Making Change Possible

How change happens:

change

People are emotional, hate change and react in number of ways:

Blindly Loyal and follow
Believers but Questioners – Sceptics, passive, opposed due to fear
Militantly Opposed (and will undermine)

Only the “believers but Questioners” are worth trying to affect and intellectual arguments will not win out. You must celebrate “old way” as helping change happen. Point out that “You never improve, if you can’t change at all”.

Later chapters had some interesting points:
– Middlemanagement is only place where learning can happen AND change be implemented.
– Learning is limited by Orgs ability to keep its people