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Agile riga jelena_scicko_v3
Agile riga jelena_scicko_v3
Agile riga jelena_scicko_v3
Agile riga jelena_scicko_v3
Agile riga jelena_scicko_v3
Agile riga jelena_scicko_v3
Agile riga jelena_scicko_v3
Agile riga jelena_scicko_v3
Agile riga jelena_scicko_v3
Agile riga jelena_scicko_v3
Agile riga jelena_scicko_v3
Agile riga jelena_scicko_v3
Agile riga jelena_scicko_v3
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Agile riga jelena_scicko_v3

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Agile experience at Evolution Gaming

Agile experience at Evolution Gaming

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  • 1. Agile experienceat Evolution Gaming Latvia<br />Jelena Scicko,Agile Riga Day 2011, 05.03.2011<br />
  • 2. Jelena Scicko<br /><ul><li>QA engineer at Evolution Gaming Latvia since January 2010;
  • 3. Before - QA engineer, business analyst, project manager @ bank (5 years)</li></ul>Agile experience – 1 year<br />
  • 4.
  • 5. Development<br />Operations<br />Head of new<br />products<br />DEVELOPMENT<br />New products, <br />features<br />Enhancements,<br />Bugfixes,<br />New functionality<br />DB<br />PMs<br />Projects<br />CTO<br />Technical <br />architecture<br />RM<br />Technical <br />enhancements, <br />architecture,<br />environments<br />
  • 6. Presentation purpose<br />Share experience:<br />What was good and was not with SCRUM?<br />Why did we switch to Kanban?<br />What did we achieve and what are we missing?<br />
  • 7. WhySCRUMwasgood?(for us)<br />Simple: split organization into teams, split work into prioritized list of small deliverables, split time into short fixed-length iterations, optimize the process by having a retrospective after each iteration;<br />Clear: 3 roles prescribed, SCRUM master leads the process, process is visualized on the board, stand-up meetings;<br />Light: no heavy documentation, no prescribed engineering practices.<br />
  • 8. What wasnot good in SCRUM (for us)<br />Fixed scope of the sprint – cannot take high priority items as soon as they appear;<br />Team growth and resource conflicts – how to split the team? How to share resources?;<br />Several big projects planned – how to split? Why to split?<br />Prioritized backlog – prioritization effort will only affect the next sprint.<br />
  • 9. Why Kanban?<br /><ul><li>WIP limited per workflow state;
  • 10. Can add new items whenever capacity is available;
  • 11. Cross-functional teams are optional. Specialist teams allowed;
  • 12. No particular item size is prescribed;
  • 13. Prioritized product backlog is optional;</li></li></ul><li>Kanban challenge<br />How to define WIP?<br />How to set priorities?<br />Do we need stand-up meetings and the Master?<br />
  • 14. What was achieved with Kanban?<br /><ul><li>Team spitted into Business Units – dedicated team membersfor each BU;
  • 15. WIPs are under control – depending on the item size and priority;
  • 16. Priorities are under control within the BU and within the whole backlog;</li></li></ul><li>Conclusions andadvicesfor Kanban<br />Have some reserve in WIPs for Live incidents;<br />Consider, what will you do, if limit will be too small or too high?<br />Use board, experiment with columns and rows – it will bring fun and order;<br />Think about having a Master and stand-up meetings;<br />Consider, how will you set priorities?<br />
  • 17. Conclusions<br />Both, SCRUM and Kanban are good, because they leave a lot of space for experiments:<br />Size and number of teams;<br />WIP limits;<br />Length of 1 iteration;<br />The less constraints you have, the more you can experiment, the more you can fail, the more you can win!<br />Do not limit yourself to one tool;<br />Non of the tools is perfect or complete, except “Do the right thing”<br />
  • 18. Thank you!<br />Questions are welcomed!<br />

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