walter bodwell planigle. an introduction – walter bodwell 18 years in software first did agile at...
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Walter BodwellPlanigle
An Introduction – Walter Bodwell18 years in softwareFirst did agile at a startup in 1999Went back to waterfall (after acquisition)Revived and greatly expanded agile useNow providing consulting, tools and training
to help teams get the most out of agile at Planigle
Setting the SceneGoal: Move a legacy application to a next
generation architectureApprox. 250 engineers (mostly in the US)Significant pressure to move more offshoreIsrael Gat had just joined as the VP
Why Agile?We couldn’t do it allWe needed quick feedback cyclesWaterfall wasn’t working well
Missed datesQuestionable quality
The PlanIntroduce agile to potential change agentsBring in consultantsStart with a couple of teamsGrow from there
Defining the TeamWe generally went with the development
manager as scrum masterDev, QA and tech pubs were part of the teamArchitects, Usability and Product Managers
crossed teams
The BacklogIt’s all importantGetting the right size chunks
Two or Three Weeks?Many thought that it can’t be done in two
weeksConcern about “agile overhead”Need for course correctionShorter iteration = quicker adaptation
Making It All WorkCreating a common buildMaking the build work
Getting It Done In The IterationBe clear on acceptance criteria / definition of
doneDefinition of Done evolvesKeep track of acceptanceDon’t compare velocities Hardening
Agile ArchitectureJust enough
What’s Enough?First major release was considered
insufficientQuality was questionable
Improving PredictabilityRelease PlanningMove towards themesCommit to no more than 50%No longer in or out but relative priority
Improving QualityFirst priority is staying releasableGradually moved to “Do no harm”Eventually allocated time to reduce defect
backlogAutomation is key
What’s the Priority?Have as few backlogs as possibleThe value is in the discussionWhat’s most important for the company?Your goal: to get as far down the backlog as
possible
Are You My Product Owner?Product Managers have a great view of the
customerBut they’re scarceArchitects can help provide the glue
Offshore DevelopmentBe clear and consistent on visionHire like you do hereGive them ownershipOrganize so that tight coupling isn’t
necessary
SupportAllocate velocity for the unexpectedRotational modelOpportunity for cross trainingOpportunity for customer exposure
Customer FeedbackInternal customersExternal customersLimited betas
LayoffsBe honestBe respectfulDon’t repeat
Rating the PlayersIndividual rewards can damage
Annual reviewsBonusesReward trips
Cooperation better than competition
Pulling It All Together: ReleaseRelease TrainRelease PlanningRelease Retrospective
Pulling It All Together: IterationCoordination around iteration planningDaily Scrum of ScrumsWeekly status callCombined demo
Making It “Fit”Existing processesAccounting rulesAsk why?
Replicating AgilityMuch easier the second time around
Established credibilityPattern of usage that works in company
From 2 years to 6 months
The End GameAgile is like a virusBy 2008, entire BU (over 1000 engineers)
had adopted agile as a standard practiceMust be vigilant in preventing regression
Where Do We Go From Here?Currently the backlogs stop at the product
lineNeed to find better ways to compare
priorities / defuse politics
Questions?
Walter BodwellPlanigle
Twitter: @wbodwellwww.planigle.com
www.walterbodwell.com