gudjon mar on agile at agilis 2007

Industria Powering Digital Living®

RGB 5, 79, 142

Industria at AGILIS 2007 Agile Management and Scrum

Gudjon Gudjonsson, CEO

[email protected] mobile: +354 820 0000

©2007 Industria

AGILIS 2007 Industria Powering Digital Living®

RGB 5, 79, 142 What is Zignal?   Zignal is Web 2.0 for Television

  It connects you with entertainment content   Both your own or walled garden

  First “media portal” offering for devices

Runs on multiple popular devices

©2007 Industria


RGB 5, 79, 142 Zignal is Web 2.0 for Television

©2007 Industria


RGB 5, 79, 142 Challenges we faced   Distributed development teams

  Reykjavik, Iceland

  Dublin, Ireland

  Sofia, Bulgaria

  Urgency and Speed of Deliverables   Software used in a critical-path business environment

  Decision can change

  New business needs and requirement came up

  Difficulties in staying within the restricted time limit   Delivery delays

  Complex undertakings with too many stakeholders

  Lean budgets


RGB 5, 79, 142

Our Solution: “Scrum at Industria”

Utilizing the Scrum Framework and key methods from the Agile community

©2007 Industria


RGB 5, 79, 142 Organizing around the 3 Roles of Scrum

First step was to train or hire;   Product Owner

  Representing the interest of all stakeholders

  Achieves funding for the work

  Creating the project's initial overall requirements (product backlog)

  ScrumMaster   Responsible for the Scrum process

  Teaches Scrum to his team

  For ensuring that every one follows scrum rules and practices

  Team   Developing the functionality

  Are cross-functional, self-organizing and self-managing

  Responsible for the success of each iteration and the project as a whole

©2007 Industria


RGB 5, 79, 142 The Industria Organization The Customer

Sales

Engineering

CEO CTO

CFO COO

CIO

Professional Services

Product Management

©2007 Industria


RGB 5, 79, 142

Professional Services

Sales & Marketing

Engineering

Product Management M

an

ag

em

en

t

1.2 1.3 1.4 2.0 2.1 Release Plan

•  Scrum Product Owners •  Business Analysts

•  Sales Engineers

•  Scrum Masters •  Teams

•  Scrum Product Owner

Product Owner: Scrum Master: Team Member:

©2007 Industria


RGB 5, 79, 142 Second step; get the product backlog in shape   Owned by the Product Owner

  Written in the form of “User Stories”   Prioritized with business value

  Each User Story has a description for the acceptance test

  Should contain at least 2-3 Sprints worth of work

  Backlog list is simply managed in Excel by the Product Owner   Visible to all through the intranet (wiki)

©2007 Industria


RGB 5, 79, 142 The Tools we Use   Product Backlog using Excel and Wiki

  Sprint Backlog on our various “planning walls” using yellow stickers

  Wiki for online collaboration, managing;   Team pages where we have a specific wiki

page for each sprint that includes;   Sprint info, like goal and key dates

  Burn-down charts

  Team Participation / Availability

  Notes / Impediments

  Sprint Retrospective minutes

  Documentation like release notes, product handbook and all technical documentation

©2007 Industria


RGB 5, 79, 142


RGB 5, 79, 142

Seven events and its process

©2007 Industria


RGB 5, 79, 142


RGB 5, 79, 142

©2007 Industria


RGB 5, 79, 142 These are the only meetings that should take place   Industria is following the 5 Level of Agile Planning

  Level/Event 1: Vision Planning (1-2 per year)   Developing the Vision Statement

  Level/Event 2: Roadmap Planning (1-4 per year)   Planning how the product evolution over time, using goals

  Level/Event 3: Release Planning (4-12 per year)   Implementing the Release Plan, in the form of User Stories

  Level/Event 4: Sprint Planning (Every Sprint 1-4 weeks)   Implementing the Sprint Backlog in the form of User Stories

  Level/Event 5: Daily Scrum (Every day)   The Team is managing the sprint backlog on the planning wall

  Level 6: Review/Demo (After each sprint)   The team demonstrates to the Product Owner what was accomplished during the sprint

  Level 7: Retrospective (After each sprint)   To determine what could be changed that might make the next sprint more enjoyable or

productive

©2007 Industria


RGB 5, 79, 142 Event 1: Product Vision Planning (1-2 per year)

©2007 Industria


RGB 5, 79, 142 Event 2: Product Roadmap Planning (1-4 per year)   Define the product evolution over time, as goals

©2007 Industria


RGB 5, 79, 142 Level 3: Product Release Planning (4-12 per year)   Planning from a distance

  Acknowledge that planning can't be done with any real precision

  Define a plan that is good enough and revise it as things move forward

  Requirements based on the “User Stories” format

©2007 Industria


RGB 5, 79, 142 Event 4: Sprint Planning (Every Sprint 1-4 weeks) (Scrum Ceremony 1/4)   Let the game begin!

©2007 Industria


RGB 5, 79, 142 Event 5: Daily Scrum (Every day) (Scrum Ceremony 2/4)   15 minutes standing up at same time every day, at the same place

  Heartbeat of Scrum

  Members co-ordinate today's work and check progress

  Provides daily status snapshot to all stakeholders

  ScrumMaster coordinates the activity and summarises on our wiki

©2007 Industria


RGB 5, 79, 142 Event 6: Sprint Review / Demonstration (Scrum Ceremony 3/4)   The team demonstrates to the

Product Owner what was accomplished during the sprint

  Product Owner inspects completed business value

  Establishes whether Sprint Goal has been satisfied

  Accepts/rejects functionality delivered by user stories

  Provide feedback

©2007 Industria


RGB 5, 79, 142 Event 7: Retrospective Meeting (after each sprint) (Scrum Ceremony 4/4)   Time to reflect

  ScrumMaster and Team determine what could be changed that might make the next sprint more enjoyable or productive

  Good and Bad events are discussed and actions are created for both the team and the organization

©2007 Industria


RGB 5, 79, 142 Successful increment delivered, or not?   Nevertheless, let’s take a short break before the next sprint!

©2007 Industria


RGB 5, 79, 142 Now, let the game continue!

Product Roadmap Planning

Product Release Planning

Product Vision

1-2 per year 1-4 per year 4-12 per year Every sprint (1-4 weeks)

©2007 Industria


RGB 5, 79, 142 What did we accomplish?   Dramatic improvements on the throughput

  More and deeper involvement from development team members

  Full transparency giving more visibility on the progress   Easier for management to reward

  Management will not be ‘bossing around’

  Better moral, happier engineers

  Easier to change tactics or replace members

  Easier to scale the organization   Practises, processes and frameworks well defined

  We have now a firm plan on how to expand engineering in both Eastern Europe and China

©2007 Industria


RGB 5, 79, 142 What we learned?   We have learned that we are still learning

  It will be a constant learning experience

  Don’t try to buy your company into Agile and Scrum by just installing a new type of project management software

  Importance of filling all the three roles of Scrum   The Product Owner, the Team and the ScrumMaster

  The organization will need some readjustments

  Training   Sponsor your ScrumMasters and Product Owners to participate in key Agile

conferences, like Agile 2008 in US

  Get formal certification for your ScrumMasters and Product Owners


RGB 5, 79, 142

Any questions?

All welcome to contact me at:

[email protected] mobile: +354 - 820 0000

gudjon mar on agile at agilis 2007

Technology