lekkie metodyki kontra duże projekty
DESCRIPTION
"Wszyscy" wiedzą (a amerykańscy naukowcy nawet udowodnili), że lekkie metodyki dobrze sprawdzają się w małych zespołach. Ale co w przypadku dużych projektów lub programów - czy tam też uzasadnione jest użycie Agile'a/Scruma/Kanbana/XP? Platforma TripCase od kilkunastu miesięcy rozwijana jest przez zespół liczący blisko 100 osób. Proces, którego używa zespół, cały czas ewoluuje i bezsprzecznie oparty jest na lekkich metodykach. W trakcie prezentacji autorzy podzielą się swoimi doświadczeniami związanymi z kształtowaniem "lekkiego" procesu, który działałby dla tak licznego zespołu.TRANSCRIPT
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Agile Software Development vs. Big Projects
Jakub Dziwisz
Karolina Stępień
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Agenda
Story of TripCase Platform
When the fun began
Agile challenges – cases
Where are we now
Where do you go
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Everything started 18 months ago
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What are we working on?
TripCase Platform - ca. 100 team members delivering one product
Common interface (one!), visible to end user
Same vision and strategy
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I think frankly when it comes to chaos you ain't seen nothing yet
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We started having serious problems...
Delays
Integration issuses, bugs
Lack of visibility
Miscommunication
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Problems and solutions
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Common backlog
Situation – Every team had their own backlog, prioritized list of
projects – at one point in time we could have multiple projects having the highest priority
– Delivery dates for projects were discussed separately across teams
Problem – Pretty often teams had conflicting priorities, yet projects
required collaboration (not competition)
Solution – Keep one backlog for all teams – this way we all know what
is the most important project at any point in time
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Pre-planning or just aligning priorities?
Situation:
– Pre-planning meetings were separate for each team
– We have discussed (separate) priorities of projects
Real problem:
– Projects’ priorities didn't exactly define scope of iteration (which stories are the most important for business?)
– Priorities were conflicting even though required collaboration between teams
Solution: joint pre-planning meeting – increase visibility, address dependencies
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Distributed team
Situation
– Integration of components took weeks due to a short communication window between KRK and DFW
Problem
– Knowledge about a component was available only in one location, a tiny bug meant a wasted day
Solution
– We need a team present both in KRK and DFW
– Team members need to be up to speed with all projects going on in their area
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Share epics across teams
Situation:
– We had duplicated stories within teams
– Code met acceptance criteria, but E2E solution was incomplete or didn’t meet business requirements
– We have missed dependencies and were unable to deliver on time
Real problem: we were lacking bigger picture, enough visibility and communication
Solution: teams started working on the same epics (aka goal) split into stories
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Plan communication
Situation – One project, 2-3 sets of requirements...
Problem – Changes to the project’s scope, requirements, dates... any
changes... not always communicated broadly enough
Solution – Plan communication about projects in general and each
single project
– Document requirements, document changes in requirements
– Remember to invite the right people to meetings and copy the right people in emails (not everyone!)
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Breaking down silos
Situation:
– Although components were tested well and worked perfectly, E2E solution did not
– We made assumptions which were incorrect
– No one wanted to take ownership for E2E solution
Real problem:
– We used to work and think as single, isolated team and we still did
Solution:
– Scheduled integration as soon as possible
(same iteration across teams)
– Enhance communication
– Doesn’t work on your side as long as it doesn’t E2E
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Unify common practices
Situation
– Each team used their own flavor of Agile
Problem
– We used same words to say different things
– A team expected from another artifacts that weren’t going to be produced
Solution
– Unify dates for „shared” milestones
– Unify implementation of practices that influence other teams
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Architecture
Situation:
– Similar business logic, data etc. was duplicated in all projects - designing new solutions was truly cumbersome, technical debt growing
Problem:
– From 3 separate projects we jumped into one platform without simplifying architecture, consolidating components – “spaghetti” architecture
Solution:
– Designing solution keep in mind longer term vision of architecture
– Refactoring architecture whenever possible
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Where are we now?
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Phase Discovery Elaboration Development System Test Release
Process at the high level
Product Responsibilities Feature
Description
Detailed Requirements &
Budget
Project Approval & Requirements
Clarification
Acceptance & Release Notes
Customer Communication
Development Responsibilities
ROM
Project Start
•Story Backlog
•Architecture
•Dependencies
•Schedule
•Effort / Cost
Coding Start
•Detailed Stories
•Working Code
Integrate Feature End-to-
End & Demonstration
Deployed Product
BRD Review
Kickoff Checkpoint Code
Complete Go /
No-Go
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Release Process Overview
Translations Sent
Draft Release Notes
INT Go/No Go
Code Freeze / Branch Cut
INT Implement
Export Defects
Publish Release Notes
System Test Start
Load Testing
Sys Owner Review
Translation Verification
CERT Go/No Go
CERT CR Prepared
CERT Implement
Security Tests
PROD CR
PROD Go/No Go
PROD Implement
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Still learning & improving
Communication, communication, communication...
„Love” sphaghetti!
Integration
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Thank you!
Twitter: @dziwisz
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