From e32f0e9461ad55263e792f0d9020b44fef7ecdcc Mon Sep 17 00:00:00 2001 From: choldgraf Date: Mon, 15 Apr 2024 09:35:20 -0700 Subject: [PATCH] BLOG: Team delivery improvements --- .../blog/2024/delivery-improvements/index.md | 119 ++++++++++++++++++ .../2024/delivery-improvements/system.svg | 21 ++++ 2 files changed, 140 insertions(+) create mode 100644 content/blog/2024/delivery-improvements/index.md create mode 100644 content/blog/2024/delivery-improvements/system.svg diff --git a/content/blog/2024/delivery-improvements/index.md b/content/blog/2024/delivery-improvements/index.md new file mode 100644 index 000000000..d9740b3e7 --- /dev/null +++ b/content/blog/2024/delivery-improvements/index.md @@ -0,0 +1,119 @@ +--- +title: Improvements to our team's planning and delivery +date: "2024-04-15" +lastmod: "2024-04-15" +authors: ["Chris Holdgraf", "Harold Campbell"] +tags: [culture] +categories: [updates] +featured: false +draft: false +--- + +--- + +_This is a follow-up to [our 2023 report of organizational strengths and weaknesses](../../2023/organizational-report/index.md), describing some improvements we've made on our team's coordination and delivery_. + +In 2023, we [released a report describing our organizational strengths and weaknesses](../../2023/organizational-report/index.md). +This uncovered a key challenge for our team: **improving our coordination and delivery**. +Over the previous two years, our service had grown significantly in its scope and complexity. +We were working on more than 7 active grants and were serving more than 70 active communities with around 7,000 monthly active users. + +This was taxing our small team, and we found ourselves struggling to efficiently deliver on our work. +For example, a [collaboration with GESIS to bring image building functionality to JupyterHub](../../2024/jupyterhub-binderhub-gesis/index.md) took longer than we wished, and we felt that our planning and execution was not transparent enough to their team. In addition, in [a collaboration to serve communities in Latin America and Africa](https://catalystproject.cloud) we felt that 2i2c was not responsive enough to onboarding and deploying infrastructure for new communities. + +## Steps we've taken to improve delivery + +At the beginning of 2024, we hired [our first Delivery Manager and Chief of Staff role](../../../jobs/2023/delivery-manager.md) as well as [our first Product Lead role](../../../jobs/2023/product-lead.md). +Both of these roles are meant to develop systems and team practices that improve our planning and delivery. + +In Quarter 1 of 2024, we designed and initiated an organizational transformation with the following goals: + +- Provide clarity about our overall organizational goals and strategy. +- Define our near-term goals and major projects that drive our work. +- Define and prioritize the major work items that feed into these goals. +- Break this major work items into actionable items that our team can work on from day to day. +- Provide visibility for all of this information across the entire organization. + +Below is a brief description of the major changes that we've made. +These are still a work in progress, and organizational transformation takes months, if not years, but we hope that this provides a useful snapshot in time as we kick off this process. + +### Our system of work + +Our team-wide system of work can be found in the Team Compass at the link below: + +https://compass.2i2c.org/cross-functional/workflow/ + +This system of work attempts to link our strategic goals with concrete chunks of work to deliver. +You can see an overview of this system below: + +{{< figure src="system.svg" title="2i2c's work system" caption="Our work system shows how initiatives are made up of lists of actions that accomplish them. These actions are distributed across our team's operational boards for delivery." >}} + +It is roughly broken down into these major areas: + +**Our value proposition**: Our system of delivery starts with a value proposition. +This is a north-star statement for the value that 2i2c aims to provide to our communities in order to achieve our mission. +It is a guiding principle for where we prioritize our time and improve our service. + +While updating our delivery model, we decided it was time to update the value proposition we'd been informally using. +We're in the process of _validating this value proposition with communities_, and will share a draft for public comment soon! + +**Strategic goals and major projects**: Next we define strategic goals that describe the most important progress we must make as an organization. +This considers our current capabilities and challenges, as well as the major projects that we're already committed to (like grants). +Our initiatives (described below) should each represent progress towards one or more of our goals and major projects. + +**Strategic initiatives**: These are major thrusts of work that represent progress towards our goals. +They range in time from weeks to months, and generally require coordination and action across each of 2i2c's functional areas. +Initiatives exist in a dedicated board, where we shape and scope them with enough information to understand them and prioritize. +Once an initiative is in progress, it begins driving work on a two-week planning cycle. +All in-progress initiatives should make up a significant percentage of 2i2c's total work allocation. + +**Operational boards**: Operational boards are used to track our day-to-day workstreams. +We organize into two-week sprints, with a collection of work pulled into each sprint according to in-progress initiatives and the other types of reactive and operational work on our plate (for example, responding to support tickets is reactive work). +Within each initiative, we coordinate across our teams in order to understand the next steps needed and who is responsible for doing it. +This helps teams plan the work for their next iteration. + +This system is very much still a work in progress, and we've already identified a number of ways that we'd like to improve it moving forward. +For example, we'd like to find more efficient ways of coordinating across our team, and encouraging team members to own their own work. + +### Changes to our team culture + +In addition to our system around planning work, we've also identified a number of ways that we can improve our team's culture related to work. +As a distributed organization, one of our biggest challenges has been the additional friction that comes with communicating across many time zones. +It's much harder to solve a problem or get help when responses come with long gaps of time. + +As a result, we've defined several practices that will help our team members grow their autonomy and independence, while still moving towards the same targets and goals. +This is ongoing work that we aim to continue developing over the next few months. + +**Personal growth**. +First, we've started an audit of 2i2c's organizational roles and the responsibilities and the pathways for growth with each of them. +This began with our engineering team, but will continue with other areas of the organization as well. +We believe that defining personal growth trajectories will help identify the gaps in our team's skills that make it more difficult to act efficiently and independently. + +**Giving and receiving feedback**. +We've defined team practices around giving feedback, and are encouraging a team culture of regular and constructive feedback to one another. +We know that this will be a long-term investment in team practices, and we believe that any team (especially a distributed one) must be able to rely on its team members to help one another grow. +We've begun this effort by [creating a guide to giving feedback for 2i2c](https://compass.2i2c.org/operations/team-practices/feedback/) which we hope will be useful for others as well. + +**Decision making**. +We've defined a [set of principles around decision making at 2i2c](https://compass.2i2c.org/operations/governance/) that encourage more autonomy and creativity. +In a knowledge-driven field such as ours, it is important that team members have the freedom to be creative and take risks, and that we design systems that are resilient to mistakes. +We aim to make mistakes *Safe to Fail* to encourage creativity and learning while de-risking major negative consequences. +This document is a first step towards improving our team-wide practices at taking more initiative and action. + +**Iterative delivery and process improvement**. +Across each level of the organisation, we have been experimenting more deliberately with Agile delivery practices. These experiments shape our approach to planning (at both the team and organization-level), visualizing and managing our work streams, and improving our internal product delivery processes. We are agnostic to a specific Agile framework, and have found the most value in blending elements of [Kanban](https://asana.com/resources/what-is-kanban), [Scrum](https://www.agilealliance.org/glossary/scrum/) and [Flight levels](https://flightlevels.io). We will continue to experiment with these practices, seeking to find a happy medium for 2i2c. We'll share more on this soon :) + +**Coaching**. +Some members of our team have also begun benefiting from having regular 1:1 coaching to help their interpersonal development. Our team's coaching support includes work to empower improving self-awareness, overcoming self-limiting challenges and gaining technical leadership mastery. +Coupled with our growing practices around team feedback, we aim to build a culture where team members have both internal and external support to help them grow. + + +{{% callout %}} +This work was done in partnership with [April Johnson, a Transformation Consultant and Coach](https://www.linkedin.com/in/apriljohnson/). +If you're interested in working with April around any of this work we highly recommend doing so! +{{% /callout %}} + + +### A continuous process of improvement + +We are still in the early days of this transformation. We hope that these practices will improve both our operational efficiency and also create a more enjoyable work environment where team members are empowered to have impact in the ways that they see best. We're excited to lean into these challenges and grow as a team, because this is how we can grow the impact of 2i2c and deliver more value for the communities that we serve. diff --git a/content/blog/2024/delivery-improvements/system.svg b/content/blog/2024/delivery-improvements/system.svg new file mode 100644 index 000000000..d26fc7c7a --- /dev/null +++ b/content/blog/2024/delivery-improvements/system.svg @@ -0,0 +1,21 @@ + + + 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 + + + + + Operations boardEngineering boardInitiatives boardGoals3. Strategic portfolio (initiatives)2. Initiative coordination (lists)1. Delivery (tasks and actions)3. Organizational goalsInitiativesTasks and Actions2i2c Boards Workflow \ No newline at end of file