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Transcript of BCS Elite - March 2014 - v3
Commercial in confidence
EQUIFAX UK AGILE REVIEW
Commercial in confidence
British Computer Society
G.A. GreenHead of Agile Delivery
13th March 2014
WARNING
WARNING!!
This is what worked for us / me
This is how we adapted and the lessons we learnt
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A little about me
4
Head of Agile Delivery for Equifax UK
Career began in 1987 as a Software Engineer
27 years IT Project and Programme delivery experience
Adopter of RAD, RUP, Scrum, XP and Kanban
Specialises in distributed Agile delivery within multinational organisations
Gary Green
Commercial in confidence — Equifax UK Agile Review - 2014
Equifax has global credibility. We help organisations make decisions about their customers
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7,000EMPLOYEES
158bnMONTHLY
CREDITSCORE
UPDATES
81mBUSINESSES
600mCONSUMERS
205mEMPLOYEE
FILES
We operate successfully in 17 countries across the globe
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UK&I
SOUTHAMERICA
NORTH AMERICA
EUROPE
ASIA
And have been helping people for over 110 years
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What we do? We provide informed decisions and insights
WE HELP YOU MAKE INFORMED DECISIONS ABOUTYOUR CUSTOMERS
OUR INSIGHT CAN HELP YOUR BUSINESS PERFORM BETTER
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Our insight can help your business perform better
9
We deliver insight to you by identifying the intricate connections
The breadth and depth of the consumer and commercial data we hold is extensive
We help protect businesses by reducing levels of fraud and providing tools that help meet regulatory and compliance needs.
We predict the behaviour of new and existing customers to support managing risk and decisions making.
Commercial in confidence — Equifax UK Agile Review - 2014
Why are we embracing Agile?
n Embrace Voice of the Customer
n Hit the market fast
n Fixed cost and dates
n Deliver often – higher release cadences
n One team
n Leverage global resources, knowledge and skill
n Make delivery FUN
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29%
14%
57%
Failed
Successful
Challenged
9%
42%
49%
When compared against other methodology, results are outstanding
Waterfall
Source: The Standish Group 2012 - Data sampled from 2002 to 2010
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Agile
Why did we chose Scrum?
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Scrum adoption levels
Scrum based models account for almost 2/3 of adoption patterns
Source: VersionOne’s annual Agile development survey
Skill availability
The team preferred it
I really like it!
Source: State of Agile Survey: http://www.versionone.com/pdf/7th-Annual-State-of-Agile-Development-Survey.pdf
Commercial in confidence — Equifax UK Agile Review - 2014
54%
11%
9%
7%
4%4%
2% 2%2%
5%ScrumScrum / XP HybridCustom HybridScrumbanKanbanDon't KnowXPFDDLeanOther
Agile adoption patterns
Leveraging global capabilities into Agile delivery capacity
“The most efficient and effective method of conveyinginformation to and within a development
team is face-to-face conversation”Agile Manifesto
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Some key challenges caused by Distributed Agile Teams?
n Time-zone
n Language / Culture
n Over reliance on written communication and tools
n Offshore teams left out of decision making
n Offshore team lose context
n Delays in decisions / escalations
n Service hours
n Public Holidays
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How can we minimise the impacts caused by time-zones?
n Time-zones are killers to Agility and empowerment
n Context gap
n Block out overlapping time and give priority to collaboration with offshore partners
n Flexible / shift working for periods
n Onshore proxies
n Ask the right questions
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Make the effort to build relationships with peers and do it Face-to-Face!
n Built 1:1 Peer to peer relationships
n Make relationships that make sensen Deliveryn Engineeringn QAn Product / Business Analysts
n Talk daily
n Leverage desktop video conferencing
n Empower
n Ask the right questions
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How do you keep remote attendees engaged?
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Games can make a dull activity interesting
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ToolsUse tools to support communication across distributed teams
Build Relationships
Regular travel
Desktop VC & Sharing
Daily calls
Instant Messaging
Wikis
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Use tools to support communication across distributed teams
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Use tools to support communication across distributed teams
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Use tools to support communication across distributed teams
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[Technology allows risks to be assigned and tracked]
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A little visualisation goes a long way
n Wiki pages
n Burn-downs
n Summarise goals, scope, definition of done
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n An Agile Gantt chart and burndown does not tell you a lot
n Trust and empower the team
How do you know you are delivering?
n Agree key metrics
n Start and end dates
n Sprint Goals
n Velocity
n Quality (static analysis)
n Number and severity of bugs raised by QA
n Number of bugs re-opened
n Be warned… metrics drive behaviour too – Hawthorne effect
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Monday Tuesday Wednesday Thursday Friday
08:45
09:00 Daily Scrum Daily Scrum Daily Scrum Daily Scrum Daily Scrum
09:15
09:30
09:45
10:00
10:15
10:30
Monday Tuesday Wednesday Thursday Friday
08:45
09:00 Daily Scrum Daily Scrum Daily Scrum Daily Scrum Daily Scrum
09:15 Breakout (if needed)
Breakout (if needed)
Breakout (if needed)
Breakout (if needed)
Breakout (if needed)
09:30
09:45
10:00
10:15
10:30
Bad habits – Ceremony creep
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Adapt, collaborate and adapt
n We got best results by adapting Scrum to fit us
n Called on a lot of advice and external and internal sourcesn Mike Cohn / Mountain Goat Softwaren Agile 101n Agile Alliancen Scrum.orgn Books, books and more booksn Equifax Global
n And adapted to what worked and had value to us…. The team decided
n The same applied to the UK SDLC
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Sprint Planning
n Takes up to three days but does not always utilise the entire team
n Use Video Conferencing and desktop sharing, then leave the team time to plan and ask questions
n Product owner and tech leads on stand-by to support planning
n The outputs were:n Sprint commitment, definition of done per
Story as well as a Sprint Confluence pagesn Sub-tasks for all the candidate stories,
with estimatesn A standard set of sub-tasks are used as
a template
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Be ready for Sprint
29
New StoryNursery
Elementary Junior High
n New Story logged
n Decompose into Sprint-sized Story candidates
n Story Estimate (Shirt-Size)
n Prioritise
n Full descriptionn Tech. Design
approachn Acceptance
criterian Compliance
criterian UI Design
High School
n Re-Estimaten Re-Prioritisen Reviewn Sprint scheduling
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Source: Nationwide Insurance 2009
Tech LeadTeam
Product
Backlog Grooming / Release Planning
n Based on a 3 week sprintn Week 1 - Support the
team to plann Week 2 - Prep for next
Sprintn Week 3 - Support the
team to close Sprint x close
Sprint x+1 kick-off
Sprint x+2+ Prep
Sprint x+1 close
Sprint x+1+ Prep
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There are many Sprint Planning dangers and pitfalls
WARNINGDO NOT Over-Commit
Pace can be a killer – make it sustainableSprints should not be “sprints”, it’s a marathon
There’s always work the team can do, even if it is not committed, just don’t pollute the code streamCaution:n Learn from past Sprints, try not to repeat mistakesn The do’er is the estimator for the task –not to be imposed
Consider planning
from Done backwards
with QA driving
planning
Test Driven Planning
Done
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There are many Planning dangers and pitfalls
WARNING!
ExternalDependencies
may cause scope to be compromised or committed too early
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Planning – Change Happens
n Scrum Guide 2013n No changes are made that will effect the Sprint Goaln Scope may be clarified and re-negotiated
n Change still happens
n Welcome change
n Change still needs to be impacted and renegotiated by the team
n The team should be in the driving seat
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People not technology drive the process
n We still need leadersn Not every wants to leadn Leaders emerge
n Fully engaged product ownern The tactical BA anti-pattern
n Team needs time to self-organisen Sprint -1, 0
n Best lessons learnt from failuren Celebrate failuren BUT learn from it and do not repeat
n Four key lead roles
ProductDefines what is needed, supports
QA and Engineering (Product Owner)
DeliveryFacilitates & communicates
progress Removes impediments
(Scrum Master)
QASupports the Product
Owner and teamTells us when we are done!
EngineeringSupports the Engineers - Ensures that levels of technical debt are
acceptable and that we are aligned to architectural governance.
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QA Leadership
n Strong QA Leadership offshore was essential
n QA Lead acting as Scrum Master leads to a conflict of interestn Drive delivery vs. remain impartial
Where there is no vision, the people perish.
Proverbs 29:18
Engineering = VanityQA & Product = Sanity
Gary Green 2013
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Achieving Done
n Ratio of 2 Eng : 1 QA worked best for us
n Working as Units of three
n Close Collaboration (Eng : QA : Product)
n Engineers can test too!
n Automation, Automation…. And more Automation
n But automation does cost… especially the impact of change
n Manual regression can be a killer with multi-Sprint / multi-Release Projects
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What was the outcome?
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Able to adapt quickly
Concept to deliverytime dramatically reduced
Delivered Under-Budget
Delivered What the customer wanted!
Delivered On-Time
Key Success Factors
n Peoplen Product Leadership, vision, drive and supportn Technical Leadershipn Engineering and QA
n Dedication, commitment and collaboration
n Open and honest communication
n Take time to communicate, make it a priority… build relationships
n Tools
n Leverage internal and external sources
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Right People + Dedication + Resources + Empowerment=
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Summary
n Requires commitment, dedication and effort to make it work
n Everyone is part of the solution, no exceptions
n Does not guarantee outcomes
n Chose the right tools
n Watch for over-commitment
n Ask the right questions
n Build strong relationships
n Empower
n Make it fun!!!
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Thank you, any questions?
This presentation is confidentialIssued in 2013 by Equifax Ltd© Capital House, 25 Chapel Street, London, NW1 5DS
Telephone: 020 7298 3000 Fax: 020 7723 7555Registered in England No: 2425920
G.A. Green
March 2014
Head of Agile Delivery
Commercial in confidence
EQUIFAX UK AGILE REVIEW