dfm agile methodology s. harrison 2012 11/11/12 dfm
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DFM Agile Methodology
S. Harrison2012
11/11/12 DFM
Goals
• Transparency• Predictability • Adaptability
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From Silos to Circles
JRCMNG
SalesPrint Digital
DevProduct QA
Thunderdome
Design Release
# Days? #Resources? Reqs included? Prioritized? Vetted?
15 days, clear deliverables, clear resourcingAligned with company priorities
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Agile vs. agile
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Agile:
• 80% of all software development projects.• Use of Agile tripled December 2008 to May 2011 • Decreases product defects• Improves team productivity• Increases delivery of business value.
What does “agile” mean to you?
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Two cultures join forces
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Traditional News Organizations
Cowboy
• Cowboy– lone or group of developers working without
process– Product defined by ongoing requests from
business owners– Development begun at inception– Code is pushed when developer defines code as
complete, no defined release strategy
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Cowboy
Pros• Quick through-put• Development freedom• Frequent releases• Conducive for small teams,
experimental or reactive projects
Cons• Unclear requirements• Unpredictable results• Larger projects typically fail• Does not factor in
enterprise-level concerns, strategy
• Code pushes/fixes never-ending due to unclear reqs, lack of planning, testing
• Reactive approach
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Traditional Engineering
Waterfall• Plan, design, develop– follow the
comprehensive blueprint to completion.
• Development tasks tracked sequentially by Project Manager
• Periodic status reports
• End dates depend upon start dates
• Full Requirements complete = Project Complete
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Waterfall
Pros• All requirements are
fulfilled• Effective on projects where
there are few unknowns• Effective for
implementation projects
Cons
• Does not easily allow for shifts in strategy
• Low collaboration between depts• Assembly line nature
– Lack of feeling of ownership of /vision for product
• Impediments become visible as deadlines near, when it’s harder to course correct.
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Cowboy
Waterfall
Sweet Spot for Digital Media
Agile
Agile
• Iterative, incremental development• Adaptive, strategic planning, evolutionary
development and delivery• Self-organizing, cross-functional teams• Flexible response to change
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Agile
DEMO
RETROSPECTIVE
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Software Product Development
Valuable to end user 36%
Rarely Used19%
Never Used (stuck maintaining) 45%
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Product Owner Week 1
Tech Strategist/Core Team Week 2
Team Week 3
Day 1 Next
Sprint Planning
Product Backlog
Sprint Backlog
Driven by Product Owner
User Stories
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Scrum Team in Context
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PRODUCT OWNERowns WHAT?
SCRUM MASTER
TEAMOwns HOW?
protects
protectsProduct/Sprint Backlog
Stakeholders
Not Allo
wed
IS allowed
Led by Tech Strategist
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Prod
uctiv
ity
Time
Waterfall
Cowboy
Agile
Sprin
t 1Sp
rint 2
Sprin
t 3
Sprin
t 4Sp
rint 5
Sprin
t 6Sp
rint 7
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•Individual ownership from each team member•Collaboration within the process framework•Team cohesion•Cadence•Minimal Disruptions •Kaizen •Product Vision•Iterative feedback•Robust Product Backlog and Prioritization
Keys to Agile Success
The (Misunderstood) Agile Manifesto
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Individuals and interactions over processes and toolsWorking software over comprehensive documentationCustomer collaboration over contract negotiationResponding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.
DFM Sprints:Timeboxed “Swim Lanes”
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Sprint: 15 Days for Dev/QA
2 days Planning8 days coding
4 days testing/reworks1 day Demo/Retrospective
Development
SPRINT 1
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Sprint: 15 Days for Product
Sprint 2 Projects GreenlightedUser Stories, Wireframes, Comps,
Other assets deliveredUser Story LOEs determined
Development
User Stories/Assets Development
SPRINT 1 SPRINT 2
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Sprint: 15 Days for Creative
Mocks/Clickable Prototypes (when needed)
Developed, delivered, Stakeholder signoff
Development
User Stories/Assets
User Stories/Assets
Development
Complex Mock-building Development
SPRINT 1 SPRINT 2 SPRINT 3
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Sprint: 15 Days for Business Owners/POs
Development
User Stories/Assets
User Stories/Assets
Development
Complex Mock-building Development
User Stories/AssetsComplex Mock-building DevelopmentPRDx/PRD Initial Designs
User Stories/Assets Development
SPRINT 1 SPRINT 2 SPRINT 3 SPRINT 4
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Sprint: 15 Days for Rapid Deploy Needs
Development
User Stories/Assets
User Stories/Assets
Development
Complex Mock-building Development
User Stories/AssetsComplex Mock-building Development
User Stories/Assets Development
SPRINT 1 SPRINT 2 SPRINT 3 SPRINT 4
TAC Development
Full Reqs, All prioritized
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PRDx/PRD Initial Designs
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Agile Sprints
TransparencyAdaptability
Predictability
• Process• Communication/Culture
• Tools11/11/12 DFM
Meeting enterprise-level needs…
DFM Phases and Tollgates
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Business Lead
PRDx (TD= Product
Backgrounder)
Product Council
PRDx Phase
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Answers: WHY (Idea and Value)
Details of review process
(For TD, Product Backgrounder, Product Kickoff, are completed prior to PRDx submission)All new products/enhancements require a PRDx
1. 1st Tier Approval2. TS/UX determine
need for PRD
Review proposal for Traffic, Revenue, Journalistic, Strategic Value
Questions on PRDOR PRDx Rejected
Product Council PRDx Review
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Product Manager gets back to requestor
PRDx Approved
PRD and P&L created
< $10K > $10K
Production Cycle Begins Digital reviews and prioritizes
If no PRD needed
Answers: WHAT
Prod Lead w/UX PM (Brit), TS (Morgan)
PLANNING PHASE for Simple Projects
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1. User Stories2. Comps 3. P&L4. UX/Tech Review,
LOE5. Red flags raised
with SVPs
VP Product, PMO, Dir Tech
If PRDx is approved, and no PRD needed…
Go to Comp or directly to User Story Grooming Phase…
1. Prioritization2. Assign to TAC,
sprint, 3. ETA determined4. Define and hand off
to Core Team
PRD-Planning PHASE Pt 1
Final Approval
Answers: WHAT
Product Council
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PO, UX, TS, QA, Team TS
VP Product, PMO, Dir Tech
If PRD required…
1. Product KICK-Off Mtg
2. PRD3. Epic User Stories4. Initial Comps 5. P&L6. UX/Tech Review,
LOE7. Red flags raised with
SVPs
Go to PRD-Planning Phase Pt 2
1. Prioritization2. Define and hand
off to Core Team
PRD-Planning Phase Pt 2
Answers: WHAT
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PO (w Team Input & Review)
• Based on Prioritization and Release planning, Project accepted in Sprint Backlog
CORE TEAM
If PRD-Planning Phase pt 1 complete…
1. Roadmap
2. Product Backlog
UX (w Team Input & Review)
1. Further Comps if needed (see Comp Phase Slide)
SM (w Team Input & Review)
1. Release Planning Mtg2. Project Kick-off
Proceed to Backlog Grooming Phase
Product /UX(w/ Core Team)
Answers: WHAT DOES THIS LOOK
LIKE
Comps
Key Stakeholders
Ad Creatives
Product/Ad Lead(w/ Bus lead, Core Team)
COMP Phase
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If designs are needed…
Final Sign-off via 2 feedback loops
Product LeadW/Core Team
User Stories, LOE Answers: HOW (incl
ads, analytics)
Review & Acceptance of stories for current dev sprint
QA, PMO, Development, Release
Product Lead (wUX lead, Editorial stakeholders)
All needed assets
Backlog Grooming Phase
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After Planning Phase is completed…
Proceed to Development Phase…
Sign-off via Functional,
Automated Testing, UAT
QA (w/Prod Lead)
Viable Product Delivery– QA environment
-LIVE (TAC)
Test Cases, Testing
Product/QA)
Code, Rework
Dev Lead(w/ Dev team)
DEV PHASE
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Go to Deploy Phase…
Deployment Team (QA, SCM Mgr, Lead Dev, PM, IT,
Support )
Answers: Stable Product delivery
Build, Test, Validate code through QA,
Beta, Live sites
Review & Acceptance of LIVE PRODUCT
QA, Site, Ad, Support, Editorial
leads
DEPLOY PHASE
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Go to Break-Fix Phase…
Project and TAC Teams
Identify, Report Defects: • Skype Group• Email• Support
Tickets
QA, Field/Ad/Editorial leads
BREAK-FIX PHASE
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Field, Ad, Editorial, End Users
Content: Fixes against reported defects
Begin standard Support/Maintenance: • Enter defect tickets to ServiceDesk@, Thundersupport@• Request enhancements via PRDx
Review & Acceptance of fixes
After PRDx is approved:1. PMO assigns project to core team2. SM is assigned3. SM configures COMPONENT in Jira TEAM PROJECT and
gathers PRD stories and other assets from PO4. PO posts stakeholder & vendor contact info to wiki5. SM holds release planning meeting & project kick-off6. SM holds Sprint Planning meeting7. SM holds Demo, Retrospective, close8. Deployment9. Steps 6-8 cycle until product is done
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July 11:Sprint commitment
PM PMO/Production
July 27:Sprint delivery
COMMUNICATION
JiraDaily Scrum
SkypeSprint open/close reports
Updated Project Plans
PO Product/Stakeholders
Monday Product CallsWeekly Project Status doc
http://intranet.digitalfirstmedia.com/projects/Email Skype
Roadmap/matrixed against project planWeekly Stakeholder/PO/PM meeting
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INITIATIVE-BASED TEAMS
Listservs
More Info
Teams tab in JIRA
Note: Projects that overlap with teams are handled by Mary Esquivel
PRDx: Product Requirements Doc, Exec completed by Business Owner http://intranet.digitalfirstmedia.com/project
PRD: Product Requirements Doc completed by POSME: Subject Matter ExpertsPO: Product OwnerSM: Scrum MasterPM: Project ManagerTS: Tech Strategist – SMEs of DFM architecture and systemsStory Pilot: Developer working with PO and TS to “groom” User StoriesUser Story: Agile-focused requirement for productSCM: Software configuration management, or managerLOE: Level of Effort - time estimated to complete a taskBacklog: Prioritized list of features of a desired product written in the form of user storiesScrum: Daily 15 min stand-up meetings to update team on what we’re doing, and any “blockers” to
the work. NGPS: MNG’s publishing platform (CMS)Proteus: Database ingesting and presenting feeds for NGPSTownNews: JRC’s first CMSSaxo: JRC’s second CMS, MNG’s new CMS
DFM Digital Directory - https://docs.google.com/spreadsheet/ccc?key=0AkOMqDBnwbVNdDFwYkNUcTVFRG0wN2FZdnpLNUlaVXc#gid=011/11/12 DFM
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