Sharethrough's Process Evolution

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Robert Fan, Robert Slifka, Sharethrough

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Sharethrough's Process Evolution

  1. 1. Evolution of Sharethrough’s Product Process From 2008 to 2013
  2. 2. The Sharethrough Platform Powering Advertising For the Modern Web Sharethrough supports all types of digital content Distributing your content in the “newsfeeds" of the Modern Web
  3. 3. Our Methodologies Over the Years Year Methodology # of Engineers # of Product # of UX 2008 “Cowboy” 3 0 0 2009 Agile Scrum 4-5 * 1 0 2010 DIY XP 3 1 1* 2011 Pivotal XP 3-5 1 0 2012 Pivotal XP 5-8 2 1 2013 Agile XP 10 2 1 * Includes contractors
  4. 4. Year 1 “Cowboy’ing it” I’m cracking on some code at Sharethrough’s first office located on 650 Mission St. At the time of this picture, the company was only 5 people. ! Picture was taken in March 2008.
  5. 5. Year 1 - “Cowboy’ing it” In Theory 1st Phase of Vision Build Cycle 1 2nd Phase of Vision Build Cycle 2
  6. 6. Year 1 - “Cowboy’ing it” In Reality 1st Vision 2nd Vision 3rd Vision . . . nth Vision Build Cycle 1
  7. 7. Year 1 - “Cowboy’ing it” Frequency Visioning/Roadmap Daily Iteration Planning None Daily Planning Sporadic Feedback None Stability/ Predictability None Business Engineers 3 3
  8. 8. Schedule( Day$1$ Day$2$ Day$3$ Day$4$ Day$5$ • Daily(Scrum( • Sprint(Planning( (1(hr)( • Daily(Scrum( • Daily(Scrum( • Daily(Scrum( • Daily(Scrum( Day(6( Day(7( Day(8( Day(9( Day(10( • Daily(Scrum( • Backlog( Grooming((1(hr)( • Daily(Scrum( • Daily(Scrum( • Daily(Scrum( • Daily(Scrum( • Sprint(Demo((15( min)( • Sprint( RetrospecCve((1( hr)( Year 2 Agile Scrum After hours of reading, attending Scrum school, I summarized all my learnings in Daily(Roles( Scrum$Master$ •  Burn(Down(Charts( •  Remove(Impediments( Delivery$Team$ •  EsCmates(of(Work(Remaining( Product$Owner$ •  Looking(Ahead(w/( Business( •  Adding(stories(&( acceptance(criteria( a series of slides to the entire company (a whooping 8 people). This a slide taken from presentation given on April 24, 2009.
  9. 9. Year 2 - Agile Scrum 24 hrs 2 weeks http://en.wikipedia.org/wiki/Scrum_(software_development)
  10. 10. Year 2 - Agile Scrum In Theory Database/Backend Frontend Testing Deployment
  11. 11. Year 2 - Agile Scrum In Reality Database/Backend Frontend Testing Deployment
  12. 12. Year 2 - Agile Scrum Frequency Visioning/Roadmap Daily Iteration Planning Every 2 Weeks Daily Planning Daily Feedback Weekly Sprint Demo & Weekly Retro’s Stability/ Predictability Average Business 3 Product 1 Engineers 5
  13. 13. Year 3 DIY XP After getting tired of everyone throwing features over the wall to part of the stack, we started trying out XP. ! Here are two pictures that represent our short lived Kanban board (I don’t think post cards ever ended up on this board) and one of our first 5 Why’s.
  14. 14. Year 3 - DIY XP In Theory Testing Full-Stack Deployment
  15. 15. Year 3 - DIY XP In Reality Testing Full-Stack Development Deployment TDD without experience slowed productivity down and made deployment extremely brittle
  16. 16. Year 3 - DIY XP Frequency Visioning/Roadmap Monthly Iteration Planning Every 2 Weeks Daily Planning Daily Feedback Weekly Sprint Demo & Weekly Retro’s Stability/ Predictability Low Business Engineers 3 3 Product 1
  17. 17. Year 4 “Pivotal XP” In our new offices on Jackson St with our early pairing stations. This was toward the end of our engagement with Pivotal as 3 Pivots came back with us to ramp the team “down”.
  18. 18. Year 4 - Pivotal XP In Theory User Stories Pivotal Pivotal Pivotal Tracker Pivotal Tracker Tracker Tracker Test Pair Up Code Refactor
  19. 19. Year 4 - Pivotal XP In Reality User Stories Pivotal Pivotal Pivotal Tracker Pivotal Tracker Tracker Tracker Test Pair Up Code Refactor With the right discipline this methodology worked for us.
  20. 20. Year 4 - Pivotal XP Frequency Visioning/Roadmap Every 3 Months Iteration Planning Every Week Daily Planning Daily Feedback Weekly Retro’s Stability/ Predictability High Engineers 5 Business 10 Product 1
  21. 21. Year 5 Balanced Team Experiment A former Shaethrough Product Manager presents Mission Control to key business stakeholders.
  22. 22. Year 5 - Balanced Team Experiment
  23. 23. Year 5 - Balanced Team Experiment Mission Control
  24. 24. Year 5 - Balanced Team Experiment Stakeholder Meeting - Identifying “Problems”
  25. 25. Year 5 - Balanced Team Experiment In Theory Design Studio User Stories UX Eng PM XP Process
  26. 26. Year 5 - Balanced Team Experiment In Reality Design Studio PM User Stories UX Eng XP Process
  27. 27. Year 5 - Balanced Team Experiment Frequency Visioning/Roadmap Every Week Iteration Planning Every Week Daily Planning Daily Feedback Weekly Retro’s Stability/ Predictability Average Engineers 8 Product 2 Design 1 Business 50
  28. 28. Year 6 (aka Now) Agile XP Pictured here are our two information radiators. The one on top of our quarterly roadmap with stories cards under each milestone. While the one on bottom represents one teams current sprint commitment.
  29. 29. Year 6 (aka Now) - Agile XP Inputs Epics Cust Dev Roadmap Review Cust Dev
 Learnings Story Cards Milestone Planning Milestone Meeting 2 Eng 2 Eng Execs Roadmap Epics Epics Epics VP of Eng Spike Learnings UX PM UX Dir of PM PM Customer Outputs Story Cards Epics Epics Business Request Spikes Story Cards w/ Dod
  30. 30. Year 6 (aka Now) - Agile XP Story Cards w/ Dod Roadmap Epics Epics Epics Inputs Sprint Planning UX PM Outputs Frontend Systems Story Cards w/ Dod 2 Week Commit UX Dev Ops Backend Sprint Radiator Epics Epics Epics PM Frontend Systems Dev Ops Backend Product Features
  31. 31. Year 6 (aka Now) - Agile XP Frequency Visioning/Roadmap Every 2 Weeks Iteration Planning Every 2 Weeks Daily Planning Daily Feedback Retro’s Every 2 Weeks Demos Every Week Stability/ Predictability Average Engineers 12 Product 2 Design 1 Business 80
  32. 32. Six Years and Six Processes 4 Key Learnings and Take-Aways 1 Processes Evolve with the Business You can’t expect a process that works at 3 people, work when the organization is also 80 people. ! The process needs to change as the business needs change. 2 Retros are a Must Retrospectives are an essential element to successfully evolve a team’s process. 3 Culture of Change Create a culture for process change from the start. Enact process change very swiftly but with very detailed plans. 4 No Process is Perfect Every process will have it’s inefficiencies, it’s all about what is best for your business and where you want spend the time resolving those inefficiencies.
  33. 33. Thank you. @robfan @robslifka

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