Agile Development: Will It Work for You?

1,617 views

Published on

presented by Ried Duncan, Director of Compensation at Safety-Kleen Systems, at the TrueConnection 2008 Sales Performance Management Conference, hosted by Callidus Software

Published in: Business, Technology
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
1,617
On SlideShare
0
From Embeds
0
Number of Embeds
39
Actions
Shares
0
Downloads
0
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide
  • How many are new to Callidus and are working on new implementations? How many doing upgrades to their Callidus version? How many looking for a way to shorten their redevelopment cycle at plan year change? This is a narrative of our Callidus plan implementation including the adaptation of agile development principles. Goal is a flying 30 minute monologue with 15 minutes for Q&A. If you don’t know what the Agile Development methodology is and are expecting a definition up front, you are exactly where we were when we started our project. We didn’t learn about Agile Development until we were well on our way. Guess what… we’ll discover that together along the way just like we did in our project.
  • Agile Development: Will It Work for You?

    1. 1. Agile Development – Will it Work for You? Ried Duncan Director of Compensation Safety-Kleen Systems 972-265-2147 Niranjan Ravulapalli Founder ePharos, Inc 972-505-1478
    2. 2. Agenda <ul><li>Overview of SK pay plan/payees </li></ul><ul><li>Implementation Process </li></ul><ul><li>The project plan – 10 weeks to Nirvana </li></ul><ul><li>Reality Bites </li></ul><ul><li>The New Deal </li></ul><ul><li>The Agile Development Manifesto </li></ul><ul><li>The Tools of the Trade – example 1 </li></ul><ul><li>The Tools of the Trade – example 2 </li></ul><ul><li>Agile vs. Traditional Development – Which is Best for You? </li></ul><ul><li>Questions </li></ul>
    3. 3. Overview of SK <ul><li>2,500 employees on “commission” plans </li></ul><ul><li>115 job titles labeled as commissionable </li></ul><ul><li>> 200 locations </li></ul><ul><li>20+ Callidus plans </li></ul><ul><li>> 25 pay elements </li></ul><ul><li>2 business groups </li></ul><ul><li>13 business/commission periods </li></ul><ul><li>Ongoing plan administration </li></ul><ul><li>New plan design </li></ul><ul><li>Simplification opportunities </li></ul><ul><li>Pilot programs </li></ul><ul><li>HR Commissions </li></ul><ul><li>Project lead (contract) </li></ul><ul><li>Sr Programmer </li></ul><ul><li>2 Programmers (Callidus novices) </li></ul><ul><li>2 Administrators (all systems) </li></ul><ul><li>1 Report Writer (6 mo contract) </li></ul><ul><li>IT </li></ul><ul><li>Project lead </li></ul><ul><li>1.5 Legacy programmers </li></ul><ul><li>1 DBA contractor </li></ul><ul><li>Sales Operations </li></ul><ul><li>Manager </li></ul><ul><li>Access DBA </li></ul>
    4. 4. IMPLEMENTATION PROCESS – Management Communication Job Group Job Code --- Job Title TrueComp ® TrueInformation™ Adding a sales plan to Callidus is a disciplined process with multiple phases and checkpoints in order to ensure efficiency and accuracy. Process Pay Plan Documentation Functional Specification Documentation Design Specification Documentation Data Integration Rule Writing Reporting Test and Retest Communication/ Documentation Pay Live !! Administration Plan Management
    5. 5. 10 Weeks to Nirvana <ul><li>The Plan </li></ul><ul><li>160 employees </li></ul><ul><li>13 job codes on a pilot plan </li></ul><ul><li>4 plans </li></ul><ul><li>2 standardized reports </li></ul><ul><li>Data feeds </li></ul><ul><li>Rules </li></ul><ul><li>Output to payroll </li></ul>Start: February 1, 2007 Go-Live: October 15, 2007
    6. 6. Reality Bites… <ul><li>Three (plus) iterations of rule writing due to disagreements on plan design </li></ul><ul><li>Two plan design changes that did not result in re-programming before go-live </li></ul><ul><li>Major initiative launched in August to review, redesign several key plans, new Callidus development on hold </li></ul><ul><li>Go-live in September with payday in October </li></ul><ul><li>Immediate reprogramming to change one of the elements in (2) above </li></ul><ul><li>Designs for three revised plans completed in January 08 </li></ul><ul><li>Automated data feeds including all (?) transaction data feeds completed March 08. </li></ul><ul><li>Designs for fourth revised plan launched as Pilot in April 08 </li></ul><ul><li>Completed manual work-around for HR data feed issues in April 08 </li></ul>
    7. 7. The New Deal  Agile Manifesto? <ul><li>Our Approach </li></ul><ul><li>10 weeks per plan won’t work. We have to do it faster… </li></ul><ul><li>If it’s not in production and working, it didn’t happen </li></ul><ul><li>We know SK sales management is going to change everything all the time. So what. Adapt. Overcome. Take the initiative. </li></ul><ul><li>The commission team re-located and moved into the same space </li></ul><ul><li>“ Here’s the work pie. Bring a fork. Bring two. Eat all you can. I’m not slicing it” </li></ul><ul><li>SEA </li></ul><ul><li>Responsibility mix v. post-implementation documentation </li></ul><ul><li>Involve business in the code base </li></ul><ul><li>The Agile Manifesto </li></ul><ul><li>Customer satisfaction by rapid, continuous delivery of useful software </li></ul><ul><li>Working software is delivered frequently (weeks rather than months) </li></ul><ul><li>Working software is the principal measure of progress </li></ul><ul><li>Even late changes in requirements are welcomed </li></ul><ul><li>Close, daily cooperation between business people and developers </li></ul><ul><li>Face-to-face conversation is the best form of communication (Co-location) </li></ul><ul><li>Projects are built around motivated individuals, who should be trusted </li></ul><ul><li>Continuous attention to technical excellence and good design </li></ul><ul><li>Simplicity </li></ul><ul><li>Self-organizing teams </li></ul><ul><li>Regular adaptation to changing circumstances </li></ul>
    8. 8. The Tools We Used – Project Overview BAP–Free
    9. 9. The Tools We Used - Roles & Responsibilities
    10. 10. Traditional Report Process Look Report Process Report Process Report Process Commission Report Commission Report Commission Report Commission Calculations Commission Calculations Commission Calculations
    11. 11. Smart Report Report Process Commission Report Commission Report Commission Report Commission Calculations Commission Calculations Commission Calculations
    12. 12. Agile vs. Traditional Development <ul><li>Agile </li></ul><ul><li>Planned, small scale, rapidly iterative sequences in what-ever order the business is ready for </li></ul><ul><li>Success – it’s working! (the software) </li></ul><ul><li>Complete planning and details one iteration at a time </li></ul><ul><li>Shared accountabilities for outcomes </li></ul><ul><li>Little chunks, more often </li></ul><ul><li>Traditional </li></ul><ul><li>Predictive, pre-planned sequences (requirements gather, analysis, design, code, test) </li></ul><ul><li>Success measured in documents – requirements, designs, test plans, etc. </li></ul><ul><li>Strict execution </li></ul><ul><li>Complete and detailed planning </li></ul><ul><li>Specific accountabilities by function </li></ul><ul><li>Big chunks </li></ul>
    13. 13. Can Agile Development Work for You? <ul><li>Is your project small scale? </li></ul><ul><li>Is it highly critical? </li></ul><ul><li>Do things change a lot? </li></ul><ul><li>What is your culture? </li></ul><ul><li>What is the skill level of your developers? </li></ul><ul><li>Can you locate your team close together? </li></ul><ul><li>Can you afford to take risks? </li></ul><ul><li>How detailed does your forecast documentation need to be? </li></ul><ul><li>How detailed does your plan documentation need to be? </li></ul>MAYBE…
    14. 14. Questions? Ried Duncan Director of Compensation Safety-Kleen Systems 972-265-2147 Niranjan Ravulapalli Founder ePharos, Inc 972-505-1478

    ×