Accelerate discovery

src: A la découverte d'Accelerate (Geoffrey GRAVEAUD) - Invidious

Tip

We can produce quickly without compromising:

• well-being
• quality
• work related context

Abstract

• 23k answers
• 24 capabilities that can be used to improve performance
• 5 categories where those capabilities are classified
  • culture (5 capabilities)
  • lean management & monitoring (5)
  • product and process (4)
  • continuous delivery (8)
  • architecture (2)

Outcome:

• measurable impacts
• 3 dimensions: business, stability / quality and well-being
  • objective is to find the center of those 3 dimensions

Categories

Culture

• work context and work satisfaction
• encourage collaboration between teams
• encourage continuous learning
• transformational leadership
  • give means for continuous delivery
• Westrum organization culture

Continuous delivery

• automated tests
• automated deployments
• continuous integration
• continuous delivery
• version control
• trunk-based development
• shift-left security
• test data management

Product and process

• small unit of work
• make work flow visible
• experimentation in team
• client / user feedback

Architecture

• low coupling architecture
• autonomous team and responsible of their tool choice

Lean management & monitoring

• limit WIP
• visual management
• observability
• lighten deployment process
• proactive notification

KPIs

Less important than employee satisfaction.

• 2 speed indicators
  • deployment frequency
  • mean time for change
• 2 stability indicators
  • mean time to restore
  • failure rate on production change

Performance cluster:

This table can be used as axis of improvement.

Resources

https://dora.dev

Accelerate traps

• going all-in on adopting Accelerate
  • the bigger the “T” in transformation, the deeper and longer the dip (https://soonersaferhappier.com)
  • think big, start small and learn fast
• Goodhart’s Law
  • when a measure becomes a target, it ceases to be a good measure
  • measure your progress
    • Why are we progressing? What did we do that improve it? Is it replicable in other teams/organizations?
    • Why are we not progressing? What are the blockers? Who can do what?
    • blameless organization