the continuous culture - sdd conference · the continuous culture @kimvanwilgen | 2 head of...
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@kimvanwilgen | www.kimvanwilgen.nlThe continuous culture 1
The continuous culture
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@kimvanwilgen | www.kimvanwilgen.nlThe continuous culture 2
Head of Software development at ANVA
Former head of IT at Klaverblad
Business background
Managing since 2005
@kimvanwilgen
nl.linkedin.com/kimvanwilgen
www.kimvanwilgen.com
About me
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@kimvanwilgen | www.kimvanwilgen.nlThe continuous culture 3
The continuous culture
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@kimvanwilgen | www.kimvanwilgen.nlThe continuous culture 9
@kimvanwilgen | www.kimvanwilgen.nl
Going faster
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Change is coming faster
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We need to speed up
From: First, break IT, Mulesoft
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Fintech disruptors
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@kimvanwilgen | www.kimvanwilgen.nlThe continuous culture 14
“The growth of generic manufacturers anddistributors and the widespread availibility of cloud services mean that barriers to entry have collapsed in many industries. Thanks tolow barriers to entry, new ways of organizingbusiness are emerging almost daily.”
Gerald F. Davis
in The vanishing American corporation
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@kimvanwilgen | www.kimvanwilgen.nlThe continuous culture 15
Imitation barriers have collapsed too though…
Failure innovators
47%
Failure imitators
8%
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And we’re going slowerStart-ups are profiting from the legacy burden of vested companies
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@kimvanwilgen | www.kimvanwilgen.nl
IT complexityFailure at scale
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@kimvanwilgen | www.kimvanwilgen.nlThe continuous culture 18
“Have you ever seen what many teenagers teach to parrots? What do you expect? So this was an experiment after all, but about people, or even about the common sense of computer programmers.”
Nello Cristianini,
AI prof at Bristol university
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A/B testing: adding a trust certificate
13% increase
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A/B testing: overselling
115% increase
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Project failure
Failure
Negative ROI
Major changes
IT PROJECT RESULTS
“Improving IT Project Outcomes by Systematically Managing and
Hedging Risk.” IDC, D. Wiklund and J.C. Pucciarelli, 2009.
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@kimvanwilgen | www.kimvanwilgen.nl
The continuouscultureTime to sustainably deliver
value
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Software development is at least complex
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Managing costs under complexity
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Complex problems are explored
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Complex problems are continuously exploredThere is no end to trying and learning
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Innovation is not an epiphany, it’s exploration
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To satisfy the customer through early and continuous delivery of valuable software
Agile manifesto
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@kimvanwilgen | www.kimvanwilgen.nl
Adopting a continuousculture
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Learning organisation
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Growth mindset
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Discover together and celebrate new knowledgeLearn to explore
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Continuous learningPeer learning
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Developer cultureIs more than pingpong
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Shorter cycles
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If agile was the opening act, continuous delivery is the headliner.
Kurt Bittner, Forrester
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Continuous delivery
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Build status
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Issue tracking
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Accessible dashboardsFunctionality usage and performance
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Static analysis
@kimvanwilgen48
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Minimal viable products
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Product vision and concept details
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Product vision in an hour
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No dependencies
Loosely coupled
Low entry and exit barriers
Less contract negotiation
More collaboration
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Enablement, empowerment and partnership
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B(us)(iz)Dev(Sec)Ops
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It’s not an IT party anymore
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Talk about value
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Business IT antipatterns
Fallback plans
Manual Acceptance Testing
Education for users
User documentation
Communication about
releases
@kimvanwilgen58
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Build-in user support and interaction
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Auditing
No more code audits
Everything in version control
Testset change approvals
Enforced peer reviews
Green goes to production
Approvals in workflow
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Regulatory conformity by design
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Stop planning, sizing, andestimating
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Stop planning
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No more red smileys or progress bars
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Or red sprints
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Continuous flow
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Start looking at results
Antipatterns
• Complexity through LOC or
cyclomatic complexity
• Adaptability through test
coverage
• Speed of delivery through
story points
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HRM planning should match the continuous flowIncentives for year results can frustrate business value delivery
To do
MongoDBuniversity -
DBA
Improvewritten
communication
In progres
s
Improveincidents and
problemsprocess
Done
OCE Java exam
OCE Java study ch. 8
OCE Java study ch. 7
10
● Kwaliteit
9 ● Oplossingsgericht ● Betrouwbaarheid
● Functionele kennis ● Focus ● Samenwerking
8 ● Toegangkelijkheid
● Vaardigheden ● Zelfstandigheid
7 ● Openheid
● Zelfinitiatief ● Klant centraal ● Innovatief
6 ● Meedenkend ● Communicatief
5 ● Kennisdeling
● Rapporteren ● Technische kennis
4 ● Lef
● TestComplete ● Specialiteit
3
● Junit
2
1
0 1 2 3 4 5 6 7 8 9 10
* H
uid
ig f
un
ctie
pro
fiel
OntwikkelenSolide basis
Vakkundig Toekomstbestendig
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ConclusionContinuous culture to enable
exploration of the quest for
value