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

wbodwell@planigle.com

Twitter: @wbodwellwww.planigle.com

www.walterbodwell.com