Distributed Teams
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What makes distributed teams especially challenging? How can we address these challenges to make our distributed organizations more effective? In this talk, I discuss four main challenges: Conway's Law, Amdahl's Law (as applied to organizations), Empathy, and Communication. I give examples of these problems and solutions from my experience leading distributed teams over the last 25 years. This talk was originally presented to Compare The Market in April of 2018.
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Distributed Teams
- 2. @KevinGoldsmith WHO AM I? ▸ CTO @ Avvo, VPE @ Spotify, DoE @ Adobe, Dev Lead @ Microsoft, IBM ▸ Leading distributed organizations for 25 years ▸ Building agile since 2000
- 3. @KevinGoldsmith WHAT MAKES DISTRIBUTED TEAMS CHALLENGING?
- 15. @KevinGoldsmith ORGANIZATIONS WHICH DESIGN SYSTEMS... ARE CONSTRAINED TO PRODUCE DESIGNS WHICH ARE COPIES OF THE COMMUNICATION STRUCTURES OF THESE ORGANIZATIONS. Melvin Conway CONWAY’S LAW
- 16. @KevinGoldsmith ANY PIECE OF SOFTWARE REFLECTS THE ORGANIZATIONAL STRUCTURE THAT PRODUCED IT. Conway’s Law restated
- 17. @KevinGoldsmith CONWAY’S LAW THE MIRRORING HYPOTHESIS “…products tend to “mirror” the architectures of the organizations in which they are developed. This dynamic occurs because the organization’s governance structures, problem solving routines and communication patterns constrain the space in which it searches for new solutions. “ Exploring the Duality between Product and Organizational Architectures: A Test of the “Mirroring” Hypothesis MacCormack, Baldwin, Rusnak - Harvard Business School, 2008
- 19. @KevinGoldsmith CONWAY’S LAW THE HOMOMORPHIC FORCE ▸ “Speaking as a mathematician might, we would say that there is a homomorphism from the linear graph of a system to the linear graph of its design organization.”
- 20. @KevinGoldsmith CONWAY’S LAW HOMORPHISM In abstract algebra, a homomorphism is a structure-preserving map between two algebraic structures (such as groups, rings, or vector spaces).
- 21. @KevinGoldsmith CONWAY’S LAW By Hagmann P, Cammoun L, Gigandet X, Meuli R, Honey CJ, et al. - File:Medial surface of cerebral cortex - gyri.png, CC BY 2.5, https:// commons.wikimedia.org/w/index.php?curid=8636113
- 23. @KevinGoldsmith ARE WE TRAPPED BY CONWAY’S LAW?
- 26. @KevinGoldsmith IT EASIER TO WORK WITH THE HOMOMORPHIC FORCE THAN TO FIGHT IT
- 28. @KevinGoldsmith FIND COMMUNICATION BOTTLENECKS THAT CONFLICT WITH ARCHITECTURE AND ELIMINATE THEM.
- 29. @KevinGoldsmith DESIGN THE ORGANIZATION TO DESIGN THE ARCHITECTURE.
- 31. @KevinGoldsmith IF THE PARTS OF AN ORGANIZATION (E.G. TEAMS, DEPARTMENTS, OR SUBDIVISIONS) DO NOT CLOSELY REFLECT THE ESSENTIAL PARTS OF THE PRODUCT, OR IF THE RELATIONSHIP BETWEEN ORGANIZATIONS DO NOT REFLECT THE RELATIONSHIPS BETWEEN PRODUCT PARTS, THEN THE PROJECT WILL BE IN TROUBLE. ... THEREFORE: MAKE SURE THE ORGANIZATION IS COMPATIBLE WITH THE PRODUCT ARCHITECTURE. James O. Coplien and Neil B. Harrison, Organizational Patterns of Agile Software Development, 2004 DEALING WITH THE HOMOMORPHIC FORCE
- 32. @KevinGoldsmith NETFLIX LEARNED FROM THIS [AMAZON] EXAMPLE, AND ENSURED THAT FROM THE BEGINNING IT STRUCTURED ITSELF AROUND SMALL, INDEPENDENT TEAMS, SO THAT THE SERVICES THEY CREATED WOULD ALSO BE INDEPENDENT FROM EACH OTHER. THIS ENSURED THAT THE ARCHITECTURE OF THE SYSTEM WAS OPTIMIZED FOR SPEED OF CHANGE. EFFECTIVELY, NETFLIX DESIGNED THE ORGANIZATIONAL STRUCTURE FOR THE SYSTEM ARCHITECTURE IT WANTED. Sam Newman, Building Microservices BY MICHAEL J. BENNETT [CC BY-SA 3.0 (HTTPS:// CREATIVECOMMONS.ORG/LICENSES/BY-SA/3.0)], FROM WIKIMEDIA COMMONS
- 34. THE PERFORMANCE OF THE WHOLE IS ONLY AS FAST AS IT’S SLOWEST PART AMDAHL’S LAW (PARAPHRASED)
- 35. @KevinGoldsmith AMDAHL’S LAW SERVER CORE LIBRARY IOS / MAC ANDROID WEB INFRASTRUCTURE
- 39. @KevinGoldsmith SPEED UP THE SLOWEST ELEMENT?
- 41. @KevinGoldsmith RETHINK THE WHOLE SYSTEM!
- 42. @KevinGoldsmith WHERE ARE THE BOTTLENECKS?
- 44. @KevinGoldsmith WE FIND STRONG EVIDENCE TO SUPPORT THE MIRRORING HYPOTHESIS. IN ALL OF THE PAIRS WE EXAMINE, THE PRODUCT DEVELOPED BY THE LOOSELY-COUPLED ORGANIZATION IS SIGNIFICANTLY MORE MODULAR THAN THE PRODUCT FROM THE TIGHTLY-COUPLED ORGANIZATION. Exploring the Duality between Product and Organizational Architectures: A Test of the “Mirroring” Hypothesis MacCormack, Baldwin, Rusnak - Harvard Business School, 2008 SERVICE-ORIENTED ARCHITECTURES
- 51. @KevinGoldsmith TEAMS DECIDE BEST HOW TO DELIVER AGAINST THAT STRATEGY
- 52. @KevinGoldsmith USE MUTUALLY AGREED UPON BUSINESS METRICS TO TRACK ACHIEVEMENT
- 56. @KevinGoldsmith IS NOT THE SAME AS
- 57. @KevinGoldsmith EMPATHY Image by Andreas Fischler
- 61. @KevinGoldsmith WELL THAT IS FINE FOR YOU PEOPLE AT CORPORATE… Someone who has forgotten that the people they work with are actual humans EMPATHY WARNING SIGNS
- 80. UTILIZE 1:1 & BROAD COMMUNICATION SOLUTIONS
- 83. @KevinGoldsmith THE CHALLENGES CAN BE OVERCOME
- 84. @KevinGoldsmith SUMMARY PROBLEMS/SOLUTIONS ▸ Conway’s Law ▸ The reverse Conway Manuever ▸ Amdahl’s Law ▸ Modular architecture ▸ Full-stack teams ▸ Local decision making
- 85. @KevinGoldsmith SUMMARY PROBLEMS/SOLUTIONS ▸ Empathy ▸ Level the field ▸ Recognize warning signs ▸ Get together regularly ▸ Humanize ▸ Include remote individuals
- 86. @KevinGoldsmith SUMMARY PROBLEMS/SOLUTIONS ▸ Communication ▸ Use fewer channels ▸ Document Clearly