In this webinar, we’ll share several stories of how dojos have created significant impact for our enterprise clients. We’ll cover the evolution of a couple large dojos we’ve helped lead sharing both quantitative and qualitative data, and what we’ve learned along the journey to tune and pivot dojos toward various needs -- product, workflow, and technical.
Join us on November 4 for Part 2 of our 3-part webinar series on Enterprise Dojos. David Laribee and Nate Ashford, pioneers of the dojo approach, will provide an experience report on the evolution of several large-scale dojos.
You will learn about:
- Our approach and lightweight framework for measuring dojo impact
- Journeys different dojos take in discovering, realizing, and measuring their value proposition
- How dojos adapt and evolve over a longer time-horizon
2. How Do Dojos Make an Impact:
Practical, Real Examples
3. HOUSEKEEPING ITEMS
Audio is streamed through
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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.
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 is a 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 deployments are 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 TOWARD IMPACT
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
13. Replicate the Target Dojo
• 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 APPROACH TO 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: Increase Diversity & 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 to the customer—the teams, the organization, …
• You don’t know problem yet. Pivot as you learn
• Boldly experiment
LEARNING: EXPERIMENT AND LISTEN
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
20.
21. • # of challenges/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 DOJO ITSELF 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
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 desired outcomes
• 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!