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How Dojos Make an Impact: Practical, Real Examples
The document discusses the impact and implementation of 'dojos' within organizations, showcasing examples from a telecom provider and a mortgage financier. It emphasizes the importance of collaborative learning experiences, measuring success through metrics like deployment frequency and failed deployments, and the need for adaptability in product management. Key takeaways include the significance of listening to customer feedback, pivoting based on insights, and properly managing dojos as products that serve internal teams.
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How Dojos Make an Impact: Practical, Real Examples
- 1. ©2021 Cprime, Inc.All rights reserved and no copying without express written permission. WWW.CPRIME.COM | 877.753.2760
- 2. How Do DojosMake an Impact: Practical, Real Examples
- 3. HOUSEKEEPING ITEMS Audio isstreamed through your computer speakers, so make sure your audio is on and turned up. The recording and slides will be sent to everyone via email within 24-48 hours after the webinar concludes. Submit questions any time during this presentation via the Q&A box on the bottom panel of your screen.
- 4. SPEAKERS David Laribee Head ofDojos Cprime Nate Ashford Strategic Technical Coach Cprime
- 5. AGENDA 01 LEVEL SETTING 02EXAMPLE 1: TELECOM PROVIDER 03 EXAMPLE 2: MORTGAGE FINANCIER 04 CONCLUSION
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- 7. EXERCISE MINS dojo | ‘do,jo | noun A six week deep dive in which teams set technical, business, and product goals, identify success metrics, and iterate rapidly, sharing their progress and learning⎯ all while supported by dedicated experts. 7
- 8. DOJOS A dojo isa place where teams come together to FOCUS on learning Dojos provide… • An immersive learning experience • In a dedicated location • For a fixed period of time Dojos foster the use of… • Collaborative problem solving • To achieve specific outcomes • Via rapid learning cycles
- 9. • Failed deploymentsare expensive events that blunt business momentum • Every change costs $1 million and takes a year to complete • CI/CD pipelines for early warning with automated (well-rehearsed) deployments • Unit tests for understanding & safety with refactoring for cleaner structure DOJO MENU: PROBLEMS & IMPACTS HOW CAN YOU IMPACT THAT? WHAT ARE YOU TRYING TO CHANGE? Fall in love with the problem. Don’t just skip straight to a solution.
- 10. MEASUREMENT: CORRELATING TOWARDIMPACT Milestones are easy, but say nothing about the value of the journey Measure by how much things are changing
- 11. • Failed deployments •Change is slow to deliver • # of Failed Deployments • Mean Time To Recover (MTTR) • Cycle Time • Deployment Frequency MEASUREMENT: CORRELATING TOWARD IMPACT MEASURE PROBLEM
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- 13. Replicate the TargetDojo • Several of the same people • Building a culture of engineering • Internal conferences and meetups • Expanded to multiple locations “This feels like it did when I worked at Facebook.” Key Difference: No executive order RECAPTURE THE LIGHTNING
- 14. Pull-based dojo model •Customers (teams) paying with their time • Marketing to the organization • Experimentation • Measure customer demand • Shifted to cloud migration offering to align with organizational shifts DOJO AS A PRODUCT Pull-based = market driven = listening to feedback from customers
- 15. A PRODUCT APPROACHTO SCALING LEARNING Viability Feasibility Desirability Desirability Feasibility Desirability Desirability 0 Starting Point 1 Problem Insight 2 Problem/Solution Fit 3 Product Iterations 4 Product/Market Fit 5 Scale it!
- 16. New mission: IncreaseDiversity & Inclusion in IT • Saw a need in the organization • Built executive support • Combined full-stack curriculum with coaching in the dojo • Outcomes • 40 apprentices from under-represented groups • 29 hired (despite only 20 expected to graduate) • 27 still with the company • Prebuilt with the right mindset • Managers PREFER graduates over other candidates because they know how to learn. • Now an enterprise program ”I never thought something like this was possible here.” WHERE ARE ALL THE WOMEN IN TECH?
- 17. • Connect tothe customer—the teams, the organization, … • You don’t know problem yet. Pivot as you learn • Boldly experiment LEARNING: EXPERIMENT AND LISTEN
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- 19. When we landed– snow day – pivot to remote From expectation to actual • DevOps Dojo • Pivot to table stakes to get to DevOps • Rethink product management interactions • Feature Delivery Team è Autonomous Product Team MENU 1: EVOLUTION IN DOJO
- 21. • # ofchallenges/teams • WIP/throughput of dojo • Net Promoter Score • Net Promoter Score • Cycle Time / Lead Time for Changes • Cyclomatic Complexity • Code Coverage • Commit Frequency • Unit Test Count Story over Story HOW DO YOU MEASURE THE ROI OF A LEARNING PROGRAM? To Measures that Correlate to Impact From Proxy Measures
- 22. MEASURING THE DOJOITSELF AS A PRODUCT How likely are you to recommend a Dojo challenge to a colleague? 1 2 3 4 5 6 7 8 9 10 Detractors Passives Promoters
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- 25. LEARNING: MEET TEAMSAND ORGS WHERE THEY’RE AT
- 26. • Mentoring &supporting internal coaches • Show, don’t tell • Coaching, not just teaching • Shift from contractors to employees • Reduced talent needs (60% reduction) LEARNING: ENGAGE THE ENABLERS
- 27. REVIEW: TOP LEARNINGS •Listen to the customer • Pivot as you learn • Partnership and feedback • Measure for adoption, confidence, and impact
- 28. • Determine desiredoutcomes • Define the strategy • Collaborative framing • Personas for customers (design targets) • Identify product community • Map out the stories and journeys • Define the Minimum Viable Product • Build roadmap LAUNCHING & PIVOTING THE DOJO BUILD THE PRODUCT BACKLOG DEFINE IT AS A PRODUCT Dojo Discovery Workshop Your dojo is a product that serves internal customers. Manage it that way. Dojo Launch Workshop Revisit your product definition regularly!
- 29. KEEP THE CONVERSATIONGOING… • Connect with our speakers on LinkedIn • Check out Cprime upcoming webinars, read our blog, download whitepapers/case studies & more: • www.cprime.com/resources • Share with us what topics you are interested in, ask us questions or give us feedback! • [email protected] • Join us for Part 3 in the series on Dec. 2, 2021 ©2020 Cprime, Inc. All rights reserved. Do not copy without express written permission.
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- 32. QUESTIONS? WWW.CPRIME.COM | 877.753.2760 THANKYOU WWW.CPRIME.COM | 877.753.2760