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Take the Red Pill: How Criteo revamped its software development process

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These are the slides of the talk I gave at the Global Scrum Gathering Berlin in 2014.
It describes how Criteo managed to change the software engineering culture of its R&D department from 'Testing is cheating' to 22K+ tests being run every half hour.

Publicado en: Ingeniería
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Take the Red Pill: How Criteo revamped its software development process

  1. 1. DR. ADRIAN PERREAU DE PINNINCK TAKE THE RED PI L L
  2. 2. TREMENDOUS GROWTH. CRITEO: GO GO GO!!! • From 20 to 160 engineers in less than 5 years • 160 code repositories • 7 million lines of code • Took months to release
  3. 3. TO PUT THE MACHINES UNDER CONTROL WE MUST SEE REALITY
  4. 4. WHAT WAS REALITY? • Average lead time for new features = 60 days • Average time to merge commits = 20 days • The release pipeline was blocked for months • It was getting worse each year
  5. 5. IT WAS GOING TO TAKE TOP MANAGEMENT TO AGREE ON SOMETHING LIKE THIS SOMETHING HAD TO CHANGE
  6. 6. PAIR DISCUSSION: HOW WOULD YOU SELL T H I S I N I T I ATIVE?
  7. 7. OBJECTIVES • Reduce commit merge time to hours instead of days • Reduce time from commit to Prod to < 4 days • Reduce number of cancelled release candidates
  8. 8. TECHNICAL SOLUTION • Tailor-made Build System • Mandatory Code Reviews • Continuous Integration Pipeline • Sandbox to execute tests
  9. 9. PROCESS FOLLOWED
  10. 10. ESTABLISH SENSE OF URGENCY • Code freeze in 2012 crippled the team during months • The release pipeline had been blocked for months • Things weren’t getting better for 2013’s code freeze
  11. 11. WITHOUT A STRONG GUIDING COALITION ENERGY WILL DISSIPATE
  12. 12. STRONG GUIDING COALITION • Executive Vice President of Engineering • Vice President of QA • 10 Software Engineers, high level of seniority • 2 Senior Engineering Program Managers
  13. 13. DEVELOPING A CHANGE VISION • Brainstormed for the key elements • Prepared a document explaining the vision • Shared the document with Key players • Modified the document to take into account feedback • Shared the document with Dev Leads • Modified the document to take into account feedback • Gave presentation explaining the project • Sent document to all
  14. 14. CHANGE VISION • 26 page document • Took over a month to get alignment in version 0.1 • Sent to 20 senior engineers for feedback • Last version took into account all feedback
  15. 15. COMMUNICAT E THE VISION • Monthly updates at all hands meetings • Weekly emails with progress reports • Events with food
  16. 16. EMPOWER BROA D - B A S E D ACT I O N
  17. 17. EMPOWER ACTION • The improvement backlog was shared with everyone • Some items prioritised by voting • Voluntary-based work encouraged • Test-a-thons and other wide range initiatives
  18. 18. SHORT-TERM WINS • Used Scrum to guide the change process • Developed usable tools from the beginning • Developed one tool at a time • Pushed adoption slowly until tipping point • Forced rest to adopt once tipping point passed
  19. 19. INTEGRATION TIMES
  20. 20. 100.00%$ 90.00%$ 80.00%$ 70.00%$ 60.00%$ 50.00%$ 40.00%$ 30.00%$ 20.00%$ 10.00%$ 0.00%$ 12/11/13$ 12/18/13$ 12/25/13$ 1/15/14$ 1/22/14$ 1/29/14$ 1/1/14$ 1/8/14$ 2/12/14$ 2/19/14$ 2/26/14$ 2/5/14$ 3/12/14$ 3/19/14$ 3/5/14$ TEST PLAN
  21. 21. PROJECT BURN DOWN
  22. 22. 100" 90" 80" 70" 60" 50" 40" 30" 20" 10" 0" FROM 35 DAYS TO 15 DAYS COMMIT AGE Commit&to&Prod&Lag& 5/13/13" 6/13/13" 7/13/13" 8/13/13" 9/13/13" 10/13/13" 11/13/13" 12/13/13" 1/13/14" 2/13/14" 3/13/14" 4/13/14" 5/13/14"
  23. 23. I T ’ S A LWAYS HARDER THAN YOU THOUGHT DON’T LET GO
  24. 24. LARGEST IMPEDIMENTS • Technical • Eat your own dog food • Replicating the Sandbox • Human • People added to the team not sharing vision • Getting teams to use the tools • Managing expectations and communication
  25. 25. DON’T LET GO • Fully dedicated team for a whole year. • After the project ended the team remained as a new unit. • Even through the hardest times management gave full support.
  26. 26. INCORPORATE CHANGE INTO THE CULTURE
  27. 27. INCORPORATE CHANGE INTO THE CULTURE • Training program for new recruits • Engineering partners are expected to conform to new way of working • Training program for engineering partners • Tools in place become the cultural gates
  28. 28. OTHER TECHNIQUES WE USED THERE IS MORE TO CHANGE THAN KOTTER
  29. 29. WE ASKED THOSE ALREADY ONBOARD TO HELP OTHERS DO THE SAME BRIDGE BUILDER
  30. 30. CHAMPION SKEPTIC Find someone senior in the organisation: • That wants the goal to be reached • That doesn’t fully support your technical solution • Talk with him regularly
  31. 31. DEDICATED CHAMPION YOU WON’T GO FAR WITHOUT ONE
  32. 32. MAKE SURE TO BRING SNACKS TO GET TOGETHERS DO FOOD
  33. 33. WILLING TO TRY THINGS BEFORE THEY ARE READY EARLY ADOPTERS
  34. 34. LINKED IN WENT THROUGH THE SAME PROCESS EXTERNAL VAL IDATION
  35. 35. MAKE PEOPLE PROUD OF BEING PART OF THE CHANGE GROUP IDENTITY
  36. 36. WE USED LARGE SCREENS TO SHOW PROGRESS IN YOUR SPACE
  37. 37. IF YOU WANT LASTING CHANGE… INVOLVE EVERYONE
  38. 38. AND WE DID IT ALL USING SCRUM
  39. 39. “Never send a human to do a machine’s job” -AGENT SMITH
  40. 40. REFERENCES • Leading Change - John P. Kotter • Fearless Change - Linda Rising, PhD • Continous Delivery - Jez Humble, David Farley

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