2016 07-28 immersive-learning_in_the_target_dojo
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The document discusses Target's initiative to improve its engineering culture and productivity through immersive learning environments, agile practices, and collaborative team challenges, referred to as 'dojos.' It highlights the significance of breaking down silos, enhancing cross-training opportunities, and fostering a supportive atmosphere for engineers to innovate and collaborate effectively. Key achievements include increased team satisfaction, improved delivery timelines, and the establishment of a continuous learning culture across the organization.
2016 07-28 immersive-learning_in_the_target_dojo
- 1. JonathanSchauer ChristopherSchwartz Immersive Learning in the Target Dojo
- 2. #DOTGT a bit about us 54 years of service 341,000 team members 1,792 stores 6 HQ locations 38 distribution centers 3 data centers ChristopherSchwartz Agile Coach 2 years Scrum Master 4 years Target 12 years JonathanSchauer Agile Coach 3 years Scrum Master 5 years Target 6 years BrentNelson Years at Target 27 DevOps Evangelist 3 years Dojo Operations the beginning
- 3. #DOTGT culture organization system complexity our story begins with common themes …
- 4. #DOTGT engineers feeling devalued, frustrated and involves not so unique challenges … zombie projects consuming time, money, and people loss of agility silos, silos, and more silos
- 5. #DOTGT there was work to be done and we needed to …
- 6. #DOTGT how we (re)built an engineering culture enabling, unleashing cultivating, growing a movement getting alignment figuring out how to across the enterprise
- 7. #DOTGT creating communities of change agents internally coordinated events inspired by external conferences featuring mix of external and internal voices
- 8. #DOTGT growing your roots out FLASHBUILD purpose makeup approach • build MVP for specific need in < 5 days • encourage cross-team collaboration in silo-based organization • team size based on engineers with required knowledge, skills, tools and access to complete work • no managers (they’re invited to attend demos) • 2 “sprints” per day including planning, demoing, and retrospectives • engineer calendar cleared for duration, managers provide “air cover” to enable focus • engineers colocated in large conference room with food, beverages and free of distractions observations ✔great for bringing engineers from different teams together, breaking down silos ✔great for achieving rapid velocity and building MVP ✖limited overall cross-training as engineering focus on tasks requiring their expertise ✖taxing on participants, limiting long-term sustainability as day-to-day work model learn more @ target.github.io | target flashbuilds
- 9. #DOTGT growing your roots out 30-day Challenges purpose makeup approach • build, iterate on MVP for specific need in 30+/- days • enable cross-training/learning between engineers • team size based on engineers with required knowledge, skills, tools and access to complete work • no managers (they’re invited to attend demos) • 2 sprints per week including planning, demoing, and retrospectives • engineer calendar cleared for duration, managers provide “air cover” to enable focus • engineers colocated in large conference room with food, beverages and free of distractions observations ✔teams were happier, less stressed with increased time to deliver ✔improved learning opportunities to shift from I to T shaped engineers ✔increased pool of engineers advocates for Agile/DevOps work model ✖securing extended engineer time away from core team a challenge ✖engineers returned to teams that didn’t understand Agile/DevOps work model learn more @ target.github.io | outage resolution through automation
- 10. #DOTGT need, value of change was recognized modernize tools, methodologies adopt Agile and DevOps increase speed, agility pay down tech debt tops down alignment the BIG question “How in the hell are we going to scale adoption of skills and culture?”
- 11. #DOTGT the big, big, BIG picture tops down alignment make structural changes • operating model • delivery model • modernization strategy connect important dots • converge internal Agile & DevOps movements • connect experts to drive learning • align priorities, maintain laser focus build an internal incubator • create space to enable colocation, visibility of work • teams work in “to be” operating, delivery models develop, expand learning service offerings • create pool of Agile and Tech coaches • invite others teams to do Challenge focused on their product, service • offer twice weekly Open Labs led by service providers prioritize demand based on constraints • work aligned with key strategic priorities • teams ready to learn, change
- 12. #DOTGT answering the next BIG question how would we level up the skills of thousands of engineers? individual training ≠ team transformation
- 13. #DOTGT enter the Dojo image source via Google: http://jcccsonline.org/wp-content/uploads/2012/12/ source: pixhdr.com
- 14. #DOTGT space for teams to learn, #DO } initial Dojo space learn practices / services teams focused on enablement, measurement & data visualization, deployment pipeline tools, web environments demo lounge
- 15. #DOTGT create an immersive learning environment team colocated vs. cubed sometimes for the first time learn power of transparency backlog, WIP, blockers, spikes hyper-sprints accelerate, reinforce learning quickly realize results embedded coaching Agile and Tech coaches guide, mentor and provide assistance tactical & practical details for each scrum pod x8 x1 - 60” 16x x1
- 16. #DOTGT with a defined capacity, rhythm 9 3 capacity for # of concurrent Challenges # of Challenges starting every 2 weeks Tech coach rhythm service team Agile coach rhythm high medium lowlevel of “hands on” embedding needed
- 17. #DOTGT build awareness, interest, demand, doors wide open individual, group tours of Dojo providing overview of services and experiences use internal social media, reference tools to share information across enterprise formal, informal meetings with teams and leaders to solicit/encourage participation services are offered to all HQ teams; technology teams given scheduling priority
- 18. #DOTGT keep lightweight for smooth flow to keep movin’ forward 1) intake 2) consult 3) charter 4) day 1 5) day 30
- 19. #DOTGT verify they know what they think they know requests are submitted using a lightweight web form accessible to anyone at Target HQ; form is reviewed by Agile coach a 30-minute phone consult to verify information, assess team readiness for Dojo experience
- 20. #DOTGT on your marks, get set, CHARTER overview elevator pitch - duration - community goals & measures how do we know we’ve arrived? skills matrix do we have the skills to succeed? working agreements how do we work well together? chartering is critical for success (and to avoid getting lost on your journey)
- 21. #DOTGT let the journey begin … setup ceremonies schedule verify pre-work complete build backlog review charter & agreements
- 22. #DOTGT along the way we might run into … roadblocks team conflict multiple paths to solution organizational changes moments of sheer brilliance
- 23. #DOTGT concluding the team’s journey in the Dojo final demo celebration feedback survey recharter ongoing support outside of Dojo
- 24. #DOTGT what we’ve added … provide teams with a diagnostic tool on entry/exit from Dojo covering Product Lean Agile DevOps 4ever Challenges define outcome measures based on Agile & DevOps principles, practices value stability & quality speed & adaptability happiness
- 25. #DOTGT looking back on what we’ve achieved so far … Challenges 62 11 24 Dojo@TNC & Dojo@TI completed active backlog accelerating individual & team (trans)formation leveling up technical skills across entire Challenge teams (including non-engineers) helping teams discover power & value of MVP, CI/ CD, TDD for themselves enabling teams to build, gain, sustain velocity celebrating as teams reduce delivery time, increase quality, stability and customer happiness being called the “best space we have in technology” by CIO in Forbes magazine interview with results that have included …
- 26. #DOTGT expect the unexpected communicate, celebrate success MVPs rock! things we’ve learned so far befriend your landlord branding & marketing important to drive demand
- 27. #DOTGT our advice to others? startNOW it’s a journey that takes time, no need to wait stayCOOL be that place people want to be in, not the place they have to go to beHUMBLEnothing kills learning like arrogance and condescension beVOCAL tell your story to everyone in as many ways as possible #makeAWESOMEhappen
- 28. #DOTGT keep in touch … @codwithtarget #DOTGT #AgileTGT Target Tech Blog target.github.io Target Pulse Blog pulse.target.com A Bullseye View abullseyeview.com @lilydalekid • #make_awesome_happen • Agile@Scale • #ProductDNA @jonathanschauer Christopher Schwartz Jonathan Schauer