Organisational performance

Product and process

• Continuously gather and implement customer feedback
• Make the flow of work visible through the value stream
  • Ensure teams have a good understanding and visibility into the flow of work, including the status of products and features in other teams
• Work in small batches
  • Ensure teams slice work into small pieces completable in a week or less
  • Decompose feature to allow rapid development (short lead times and fast feedback loops)
  • Implement this practice at both the product and software level
• Foster and enable team experimentation
  • Build in support and make it safe for teams to experiment new ideas without approval from outside the team
  • Ensure teams have enough slack to innovate and create new value
  • This can only work with the previous three practices in place

Lean management and monitoring

• Have a lightweight change approval process
  • Encourage pair programming and intra-team code reviews to produce superior code quality
• Monitor across application and infrastructure to inform business decisions
  • Use data from application and infrastructure monitoring tools to take action
  • Make business decisions beyond paging people when things go wrong
• Check the system health periodically
  • Use appropriate thresholds and rate-of-change warnings
  • Enable teams to proactively detect and mitigate issues
  • Move teams from fire-fighting back to innovation when health is restored
• Limit Work In Progress (WIP)
  • Explain and promote Lean methodologies
  • Make constraints visible back to the business, e.g. with Kanban boards
• Visualise work to monitor quality
  • Invest in visual shared displays e.g. shared internal dashboard to monitor quality and WIP
  • Assign ownership to communication channels in teams and across the business

Cultural capabilities

• Support a generative culture
  • Ensure psychological safety at work
  • Promote high cooperation and trust
  • Encourage conscious inquiry
  • Decrease burnout
• Encourage and support learning
  • Promote learning as essential for continuos progress
  • Ensure everyone understands that learning is not cost, but investment
  • Make learning a measure of organisational culture
• Support and facilitate collaboration among teams
  • Prevent team silos
  • Increase interactivity in development, operation, information security etc
• Provide resources and tools to make work meaningful
  • Provide opportunities to learn and grow
  • Monitor team satisfaction
• Support the engineering leadership
  • Support leadership to create a vision
  • Encourage them to be intellectually stimulated
  • Help them to develop inspirational communication
  • Invest in engineering management
  • Acknowledge the importance of personal and team recognition
  • Celebrate small successes

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