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    Scrum & Kanban
    For Social Games
    Sönke Bullerdiek
    Senior Project Manager

    May 27th 2011
2

Agenda	
  

n    1.	
  Introduc0on	
  

n    2.	
  Con0nuous	
  improvement	
  needs	
  flexibility	
  

n    3.	
  How	
  did	
  we	
  start?	
  

n    4.	
  Problems	
  

n    5.	
  Quick	
  Kanban	
  introduc0on	
  

n    6.	
  How	
  do	
  we	
  work	
  now?	
  

n    7.	
  Conclusion	
  



                                                                  31.05.11
wooga	
  –	
  world	
  of	
  gaming	
  
                                                                          Sönke	
  Bullerdiek	
  
                                                                          Senior	
  Project	
  Manager	
  
 About	
  wooga	
                                             Key	
  stats	
  
 Founded	
  January	
  2009	
                                 5	
  games	
  on	
  Facebook;	
  Over	
  30m	
  ac0ve	
  users	
  
 Funding:	
  Founders,	
  Balderton	
  Capital,	
             Biggest	
  European	
  social	
  game	
  developer	
  
 Holtzbrinck	
  Ventures	
  (total	
  of	
  €5m+)	
           Only	
  5%	
  of	
  users	
  from	
  adver0sing	
  
 Interna0onal	
  team	
  of	
  85	
                           70%	
  of	
  users	
  are	
  female	
  (age	
  20-­‐60)	
  
 from	
  20	
  countries	
  in	
  Berlin	
  

 About	
  Monster	
  World	
                                  Key	
  stats	
  
 Launched	
  May	
  2010	
                                    Hosted	
  at	
  Facebook	
  
 Biggest	
  seller	
  of	
  magic	
  wands	
  in	
  the	
     Flash	
  client	
  
 world	
                                                      Ruby	
  on	
  Rails	
  backend	
  
 Total	
  team	
  size	
  is	
  12	
                          MySQL	
  +	
  Redis	
  DB	
  




                                                                                                                                   3	
  
#1	
  
  §  Launched	
  July	
  2009	
  
  §  Biggest	
  brain	
  training	
  
      game	
  on	
  Facebook	
  
#2	
  


    §  Launched	
  February	
  2010	
  
    §  Top	
  20	
  Facebook	
  game	
  
    §  Pop	
  colourful	
  bubbles	
  and	
  
        explore	
  the	
  secrets	
  of	
  a	
  
        mysterious	
  island.	
  
#3	
  


§  Launched	
  May	
  2010	
  
§  Top	
  20	
  Facebook	
  game	
  
§  Grow	
  crazy	
  plants	
  and	
  build	
  your	
  
    own	
  unique	
  Monster	
  Garden.	
  
#4	
  

    §  Launched:	
  December	
  2010	
  
    §  Cure	
  cute	
  pets	
  of	
  funny	
  diseases	
  
        while	
  building	
  your	
  own	
  pet	
  hospital.	
  
#5	
  

    §    Launched:	
  March	
  15	
  
    §    Click	
  as	
  many	
  gems	
  as	
  possible	
  in	
  60s	
  
    §    Already	
  a	
  top	
  20	
  Facebook	
  game	
  
    §    Fastest	
  growing	
  Facebook	
  app	
  today	
  
Techcrunch:	
  	
  
“wooga	
  is	
  
figh0ng	
  the	
  
good	
  fight	
  for	
  
Europe”	
  
Overview:	
  
  n    Our	
  goal	
  as	
  a	
  company:	
  
        n    Be	
  one	
  of	
  the	
  largest	
  gaming	
  company	
  in	
  10	
  years	
  

  n    No	
  long	
  term	
  planning	
  
        n    We	
  plan	
  as	
  a	
  company	
  usually	
  12	
  weeks	
  (posters	
  show	
  the	
  goal)	
  
        n    Product	
  vision	
  is	
  planned	
  roughly	
  for	
  3	
  weeks	
  
        n    We	
  break	
  this	
  down	
  to	
  weekly	
  itera0ons	
  

  n    These	
  layers	
  (company	
  –	
  strategic	
  &	
  product	
  –	
  agile	
  team)	
  are	
  deeply	
  
        linked	
  

                                                     Company	
  Layer	
                         Product	
  Layer	
  
        long	
  term	
                               10	
  years	
                              3	
  months	
  
        short	
  term	
                              3	
  months	
                              1	
  week	
  


  n    This	
  presenta0on	
  is	
  about	
  the	
  product	
  layer	
  


                                                                                                                       10	
  
Con0nuous	
  improvement	
  needs	
  
flexibility	
  
	
  
  n  Everybody	
  keeps	
  an	
  eye	
  on	
  the	
  metrics	
  	
  

  n  Improvement	
  with	
  con0nuous	
  tes0ng	
  and	
  a/b	
  tes0ng	
  

  n  Flexible	
  and	
  agile	
  teams	
  




                                                                               11	
  
Weekly	
  itera0ons	
  based	
  on	
  analy0cs	
  




                                                     12	
  
Analy0cs:	
  We	
  provide	
  a	
  great	
  user	
  
experience	
  by	
  obsessing	
  on	
  metrics	
  
              Step	
  
              New	
  users	
  (last	
  24h)	
                                   38.863	
  
              01	
  -­‐	
  Flash	
  begin	
  (0%)	
                              93,0%	
  
              02	
  -­‐	
  Flash	
  complete	
  (100%)	
                         86,5%	
  
              03	
  -­‐	
  Tutorial	
  –	
  first	
  harvest	
  completed	
       82,7%	
     Example:	
  1.3%	
  
                                                                                             drop	
  is	
  deemed	
  
              04	
  -­‐	
  Tutorial	
  –	
  first	
  plan0ng	
  completed	
       82,5%	
  
                                                                                             unacceptable	
  
              05	
  -­‐	
  Tutorial	
  –	
  Mr	
  T’s	
  magic	
  applied	
      81,1%	
     and	
  game	
  is	
  
              06	
  -­‐	
  Tutorial	
  –	
  second	
  harvest	
  compl.	
        79,8%	
     op0mized	
  
              07	
  -­‐	
  Level	
  2	
  reached	
                               79,6%	
     accordingly	
  
              08	
  -­‐	
  Tutorial	
  completed	
  (plowing)	
                  79,4%	
  
              09	
  -­‐	
  Level	
  3	
  reached	
                               78,8%	
  
              10	
  -­‐	
  Level	
  4	
  reached	
                               77,5%	
  
              11	
  –	
  Level	
  5	
  (or	
  higher)	
  reached	
               77,2%	
  




                                                                                                                        13	
  
A/B	
  test:	
  Growth	
  0me	
  of	
  lemonade	
  bushes
                                                                                              	
  
                                                                      	
  
                                                         5	
  min	
  =>	
  3	
  min	
  
                                                         	
           	
  
       7	
  day	
  ret	
  
                                                         	
           	
  
                                                         	
           	
  
                                                         	
           	
  
       3	
  day	
  ret	
  
                                                         	
  
                                                         	
  
       1	
  day	
  ret	
  
                                                         	
  

Reached	
  lvl	
  4	
  



                                                                                           3 min
Reached	
  lvl	
  3	
                                                             5 min

                             0%	
           10%	
       20%	
       30%	
        40%	
             50%	
     60%	
  
DAU	
  August	
  2010	
  
1.200.000	
  
1.100.000	
  
1.000.000	
  
  900.000	
  
  800.000	
  
  700.000	
  
  600.000	
  
  500.000	
  
  400.000	
  
  300.000	
  
                                                                300.000	
  
  200.000	
  
  100.000	
  
          0	
  
          May-­‐10	
     Jun-­‐10	
     Jul-­‐10	
     Aug-­‐10	
     Sep-­‐10	
     Oct-­‐10	
     Nov-­‐10	
     Dec-­‐10	
  
                                                                                                                         15	
  
Weekly	
  itera0ons	
  and	
  always	
  adapt	
  
your	
  product	
  and	
  process	
  to	
  changing	
  
circumstances	
  leads	
  to:	
  




                                                          16	
  
DAU	
  end	
  of	
  2010	
  
1.200.000	
  
1.100.000	
  
1.000.000	
  
  900.000	
  
  800.000	
  
  700.000	
  
  600.000	
  
  500.000	
  
  400.000	
  
  300.000	
  
  200.000	
  
  100.000	
  
          0	
  
          May-­‐10	
     Jun-­‐10	
     Jul-­‐10	
     Aug-­‐10	
     Sep-­‐10	
     Oct-­‐10	
     Nov-­‐10	
     Dec-­‐10	
  
                                                                                                                         17	
  
How	
  did	
  we	
  start?	
  




                                 18	
  
Current	
  team	
  structure	
  

                                                              DEV DEV	
  
                                                                                           PM	
   GFX	
  
  n    3	
  Product	
  Manager	
                              BE	
   BE	
  

  n    1	
  Project	
  Manager	
  

  n    2	
  Backend	
  Developer	
                           DEV	
  
                                                                      QA	
                 PM	
   GFX	
  
                                                               FE	
  
  n    2	
  Flash	
  Developer	
  

  n    1	
  QA	
  
                                                              DEV	
   Proj	
  
  n    3	
  Graphic	
  Designer	
                                                         PM	
   GFX	
  
                                                               FE	
   M.	
  


  n    ALL	
  in	
  one	
  room	
  and	
  close	
  to	
  each	
  other	
  to	
  ensure	
  communicaFon	
  
        and	
  transparence	
  
  n    Independent	
  team	
  structure	
  with	
  dedicated	
  resources	
  for	
  every	
  
        game	
  

                                                                                                              19	
  
How	
  did	
  the	
  team	
  start?	
  




                                          20	
  
Small	
  process	
  improvement	
  over	
  0me	
  
  1.    Get	
  rid	
  of	
  Jira	
  and	
  use	
  Google	
  Spreadsheet	
  as	
  planning	
  tool	
  

  2.    No	
  huge	
  technical	
  specifica0ons	
  –	
  all	
  is	
  done	
  within	
  the	
  sprint	
  kick-­‐off	
  
        (max	
  some	
  PPT	
  slides)	
  

  3.    We	
  build	
  up	
  an	
  complete	
  internal	
  team	
  

  4.    We	
  started	
  color	
  coding	
  for	
  different	
  features	
  in	
  the	
  spreadsheet	
  

  5.    Skype	
  chat	
  for	
  asynchronous	
  communica0on	
  also	
  inside	
  the	
  room	
  

  6.    No	
  task	
  should	
  be	
  larger	
  than	
  2	
  days	
  

  7.    SCRUM	
  board	
  only	
  for	
  backend	
  (since	
  there	
  were	
  all	
  members	
  in	
  the	
  
        room	
  –	
  half	
  of	
  FE	
  team	
  was	
  external	
  at	
  that	
  0me)	
  




                                                                                                                        21	
  
But	
  this	
  was	
  not	
  enough…	
  
   n    Since	
  we	
  worked	
  in	
  a	
  very	
  good	
  way	
  with	
  SCRUM	
  the	
  last	
  months,	
  
         we	
  realized	
  that	
  there	
  are	
  challenges	
  which	
  do	
  not	
  fit	
  to	
  SCRUM	
  


         n    A	
  very	
  good	
  example	
  are	
  daily	
  opera0onal	
  issues	
  or	
  	
  


         n    major	
  bugs	
  that	
  came	
  up	
  

         n    they	
  need	
  to	
  be	
  done	
  as	
  priority	
  number	
  one	
  and	
  usually	
  the	
  
               whole	
  fixed	
  sprint	
  plan	
  is	
  mixed	
  up.	
  	
  


   n    This	
  is	
  why	
  we	
  started	
  to	
  introduce	
  KANBAN	
  elements	
  




                                                                                                                  22	
  
Problems	
  with	
  SCRUM?	
  


  n    SCRUM	
  is	
  very	
  strict	
  from	
  a	
  mindset/process	
  

  n    End	
  of	
  itera0on	
  is	
  a	
  gap	
  since	
  there	
  is	
  nothing	
  in	
  a	
  backlog	
  before	
  
        next	
  planning.	
  Kanban	
  has	
  always	
  issues	
  in	
  the	
  pipe	
  

  n    No	
  ongoing	
  development	
  everyday	
  of	
  the	
  week	
  (e.g.	
  planning	
  day)	
  

  n    No	
  re-­‐priori0za0on	
  during	
  a	
  sprint	
  (Kanban	
  allows	
  ongoing	
  re-­‐
        priori0za0on)	
  




                                                                                                                         23	
  
KANBAN	
  -­‐	
  a	
  quick	
  introduc0on	
  
   n    “Kanban	
  is	
  part	
  of	
  an	
  approach	
  of	
  receiving	
  the	
  "pull"	
  from	
  the	
  demand.	
  
         Therefore,	
  the	
  supply	
  or	
  produc0on	
  is	
  determined	
  according	
  to	
  the	
  
         actual	
  demand	
  of	
  the	
  customers.“	
  

   n    Original	
  idea:	
  block	
  of	
  paper,	
  on	
  the	
  second	
  last	
  it	
  says	
  “you	
  have	
  to	
  
         order	
  paper”	
  

   n    All	
  rules	
  are	
  very	
  intui0ve	
  

   n    Change	
  a	
  requirement/priority	
  un0l	
  a	
  feature	
  is	
  not	
  in	
  development	
  

   n    Easy	
  rules	
  like	
  pull	
  to	
  the	
  right	
  
         n    Focus	
  is	
  to	
  finish	
  issues	
  
         n    If	
  there	
  is	
  a	
  boxle	
  neck	
  more	
  developers	
  go	
  to	
  a	
  feature	
  

   n    Pull	
  leads	
  to	
  ongoing	
  priori0za0on	
  and	
  changes	
  of	
  requirements	
  /	
  
         backlog	
  during	
  a	
  sprint	
  as	
  long	
  a	
  card	
  is	
  not	
  in	
  development	
  

   n    Solu0on	
  for	
  us:	
  integrate	
  Kanban	
  elements	
  in	
  Scrum	
  


                                                                                                                             24	
  
Integra0on	
  of	
  KANBAN	
  into	
  SCRUM	
  

  n    Management	
  +	
  product	
  owner	
  sees	
  process	
  like	
  SCRUM	
  internally	
  its	
  
        Kanban	
  

  n    We	
  will	
  keep	
  our	
  weekly	
  itera0on	
  for	
  major	
  product	
  features	
  
        because:	
  
        n    this	
  is	
  the	
  heartbeat	
  of	
  our	
  development	
  
        n    this	
  gives	
  the	
  team	
  and	
  the	
  company	
  planning	
  reliability	
  

  n    We	
  keep	
  our	
  exis0ng	
  mee0ngs	
  since	
  they	
  were	
  very	
  posi0ve	
  and	
  
        helpful	
  in	
  the	
  past	
  (e.g.	
  daily	
  stand-­‐up	
  –	
  more	
  later)	
  

  n    This	
  leads	
  to	
  the	
  current	
  process	
  elements	
  on	
  the	
  next	
  slides	
  




                                                                                                           25	
  
Scope	
  


  n    Include	
  tasks	
  that	
  can	
  not	
  be	
  scheduled	
  in	
  SCRUM	
  like	
  all	
  opera0onal	
  
        emergencies	
  and	
  emergency	
  bugs	
  

  n    No	
  task	
  should	
  be	
  larger	
  than	
  2	
  days	
  and	
  a	
  feature	
  should	
  fit	
  into	
  one	
  
        itera0on	
  (minimum	
  viable	
  product)	
  

  n    No	
  up-­‐front	
  in	
  detail	
  es0ma0on	
  before	
  itera0on	
  -­‐>	
  Kick-­‐off	
  at	
  Kanban	
  
        during	
  itera0on	
  
        n    to	
  handle	
  general	
  features	
  
        n    to	
  handle	
  opera0onal	
  issues	
  in	
  a	
  later	
  phase	
  of	
  the	
  game	
  
        n    to	
  handle	
  spontaneous	
  changes	
  from	
  usability	
  or	
  a/b	
  tests	
  
        n    we	
  s0ll	
  need	
  to	
  do	
  this	
  for	
  large	
  tasks	
  roughly	
  to	
  break	
  them	
  down	
  into	
  
              our	
  weekly	
  itera0on	
  


                                                                                                                                      26	
  
Higher	
  flexibility	
  


  	
  

  n     Release	
  a	
  feature	
  whenever	
  it	
  is	
  ready	
  

  n     Most	
  important	
  tasks	
  are	
  started	
  as	
  soon	
  as	
  possible	
  
         n    Since	
  we	
  no	
  longer	
  NEED	
  to	
  do	
  itera0on,	
  we	
  do	
  not	
  have	
  to	
  wait	
  for	
  the	
  
               next	
  itera0on	
  in	
  order	
  to	
  re-­‐shuffle	
  priori0es	
  before	
  star0ng	
  development.	
  	
  

  n     more	
  freedom	
  for	
  changing	
  priori0es	
  by	
  product	
  managers	
  and	
  most	
  
         important	
  items	
  can	
  be	
  finished	
  sooner	
  

                      Scrum	
                                             Kanban	
  
                      Do	
  not	
  change	
  the	
  sprint	
  log	
       Do	
  not	
  change	
  a	
  feature	
  if	
  it	
  is	
  
                      during	
  an	
  itera0on	
                          already	
  in	
  development	
  

                                                                                                                                         27	
  
Progress	
  Visibility	
  


  n    The	
  whole	
  development	
  status	
  and	
  planning	
  is	
  visible	
  on	
  a	
  board	
  for	
  
        all	
  team	
  members	
  

  n    Integra0on	
  of	
  progress	
  updated	
  in	
  daily	
  standup:	
  	
  
        n    Much	
  easier	
  to	
  track	
  and	
  update	
  progress	
  on	
  board	
  (every	
  team	
  member	
  
              will	
  change	
  the	
  status	
  of	
  their	
  own	
  task)	
  than	
  in	
  Excel.	
  	
  
        n    We	
  have	
  magnets	
  with	
  pictures	
  of	
  all	
  team	
  members.	
  	
  

  n    Lower	
  barrier	
  to	
  visualize	
  tasks	
  by	
  wri0ng	
  a	
  card	
  (before	
  more	
  tasks	
  
        stayed	
  "invisible")	
  




                                                                                                                          28	
  
Transparence	
  


  n    Visualize	
  whole	
  value	
  chain	
  at	
  the	
  board	
  and	
  	
  
        n    not	
  only	
  development	
  (including	
  emergency	
  tasks	
  and	
  bugs)	
  	
  
        n    so	
  more	
  transparency	
  for	
  tasks	
  then	
  in	
  Google	
  spreadsheet	
  

  n    Flow	
  related	
  problems	
  (boxlenecks)	
  become	
  more	
  easy	
  to	
  grasp/
        visible	
  using	
  a	
  board	
  than	
  a	
  list	
  only	
  	
  

  n    We	
  see	
  what	
  different	
  tasks	
  (technical	
  vs.	
  product)	
  we	
  do	
  




                                                                                                       29	
  
Kanban	
  Board	
  



 Concept	
  in	
     Development	
           Development	
  in	
   IntegraFon	
            Staging	
  test	
  in	
     Ready	
  for	
     Done	
  
 progress	
          Backlog	
  waiFng	
     progress	
            test	
  in	
            progress	
  (test	
         Release	
  	
  
                     for	
  Kick-­‐off	
                            progress	
  (test	
     on	
  branch)	
  
                                                                   on	
  trunk)	
  
      Product	
                                  Graphic	
  

                                                Frontend	
  
    Technical	
  
                                                 Backend	
  




                                                                                                                                                     30	
  
Kanban	
  Board	
  –	
  next	
  itera0on	
  



  Concept	
  in	
     Development	
           Development	
  in	
   IntegraFon	
            Staging	
  test	
  in	
     Ready	
  for	
     Done	
  
  progress	
          Backlog	
  waiFng	
     progress	
            test	
  in	
            progress	
  (test	
         Release	
  	
  
                      for	
  Kick-­‐off	
                            progress	
  (test	
     on	
  branch)	
  
                                                                    on	
  trunk)	
  
       Product	
                                  Graphic	
  

                                                 Frontend	
  
     Technical	
                                     +	
  
                                                 Backend	
  




                                                                                                                                                      31	
  
Real	
  Board	
  w/	
  different	
  colors	
  and	
  
personal	
  magne0c	
  s0ckers	
  




                                                       32	
  
Monster	
  World	
  Process	
  	
  
	
  
    Monday	
                  Tuesday	
              Wednesday	
      Thursday	
     Friday	
  

    QA	
                      Release	
                                              Code	
  Freeze	
  +	
  
                                                                                     Planning	
  
    Development	
   Development	
   Development	
   Development	
   Development	
  


    n    Weekly	
  Sprints	
  
    n    Code	
  freeze	
  every	
  Friday	
  evening	
  
    n    1	
  day	
  QA	
  on	
  Monday	
  
    n    Major	
  release	
  every	
  Tuesday	
  
    n    Daily	
  minor	
  releases	
  /	
  patches	
  


    n    Now	
  we	
  have	
  development	
  on	
  all	
  days	
  




                                                                                                               33	
  
Process	
  Diagram	
  
                                Idea	
  


                             Concept	
  


                             Kick-­‐Off	
  
                               (dev+prod)	
  




               Backend	
     Frontend	
         Graphic	
  


                             Int.	
  Test	
  

                                Stag.	
  
                                Test	
  
                             Ready	
  to	
  
                             Release	
  

                             Release	
  

                                                              34	
  
Weekly	
  Progress	
  Mee0ng	
  



  n    Current	
  version	
  +	
  next	
  version	
  overview	
  

  n    KPI	
  overview	
  

  n    Whole	
  company	
  can	
  axend	
  

  n    Limited	
  to	
  15	
  minutes	
  




                                                                     35	
  
Daily	
  Scrum	
  Stand-­‐Up	
  Mee0ng	
  



  n    Track	
  progress	
  and	
  status	
  at	
  the	
  Kanban	
  board	
  

  n    Whole	
  Monster	
  World	
  Team	
  

  n    What	
  was	
  done	
  yesterday	
  /	
  What	
  is	
  in	
  Progress	
  /	
  Any	
  issues	
  

  n    5-­‐10	
  minutes	
  




                                                                                                          36	
  
Product	
  Backlog	
  and	
  Priori0za0on	
  



  n    Weekly	
  before	
  Development	
  Backlog	
  Presenta0on	
  

  n    Decide	
  major	
  product	
  roadmap	
  and	
  product	
  priori0es	
  

  n    MW	
  Product	
  Team	
  +	
  Management	
  +	
  2	
  Developer	
  

  n    1	
  hour	
  




                                                                                   37	
  
Kick	
  Off	
  Mee0ngs	
  


  n    Per	
  task	
  

  n    Shortly	
  before	
  start	
  of	
  development	
  

  n    Final	
  effort	
  es0ma0on	
  

  n    All	
  team	
  members	
  who	
  can	
  support	
  the	
  task	
  

  n    5-­‐30	
  minutes	
  




                                                                             38	
  
Conclusions	
  
  	
  



  n     Have	
  independent	
  team	
  structure	
  with	
  dedicated	
  resources,	
  all	
  
         located	
  in	
  one	
  room	
  

  n     Agile	
  is	
  all	
  about	
  self	
  organiza0on	
  –	
  this	
  needs	
  people	
  who	
  can	
  self	
  
         organize	
  and	
  are	
  moFvated	
  




  	
  
                                                                                                                        39	
  
Conclusions	
  

  n     Check	
  azer	
  launch	
  of	
  a	
  game/sozware	
  with	
  Scrum,	
  if	
  the	
  
         methodology	
  s0ll	
  fits	
  if	
  something	
  changes	
  (e.g.	
  opera0on),	
  
         otherwise	
  change	
  your	
  methodology	
  

  n     Always	
  check	
  and	
  ask	
  yourself	
  if	
  it	
  is	
  the	
  op0mal	
  way	
  how	
  it	
  works	
  
         and	
  have	
  the	
  courage	
  to	
  do	
  changes	
  in	
  all	
  processes	
  

  n     Have	
  a	
  good	
  balance	
  in	
  your	
  processes	
  between	
  flexibility	
  and	
  
         stability	
  

  	
                                                       Plan




                                                                           Act

                                                  Adapt


                                                                                                                         40	
  
41




Thank	
  you	
  for	
  your	
  axen0on	
  
               Sönke	
  Bullerdiek	
  
               soenke.bullerdiek@wooga.com	
  
               wooga.com/jobs	
  
                              	
  

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Scrum & Kanban for Social Games

  • 1. + Scrum & Kanban For Social Games Sönke Bullerdiek Senior Project Manager May 27th 2011
  • 2. 2 Agenda   n  1.  Introduc0on   n  2.  Con0nuous  improvement  needs  flexibility   n  3.  How  did  we  start?   n  4.  Problems   n  5.  Quick  Kanban  introduc0on   n  6.  How  do  we  work  now?   n  7.  Conclusion   31.05.11
  • 3. wooga  –  world  of  gaming   Sönke  Bullerdiek   Senior  Project  Manager   About  wooga   Key  stats   Founded  January  2009   5  games  on  Facebook;  Over  30m  ac0ve  users   Funding:  Founders,  Balderton  Capital,   Biggest  European  social  game  developer   Holtzbrinck  Ventures  (total  of  €5m+)   Only  5%  of  users  from  adver0sing   Interna0onal  team  of  85   70%  of  users  are  female  (age  20-­‐60)   from  20  countries  in  Berlin   About  Monster  World   Key  stats   Launched  May  2010   Hosted  at  Facebook   Biggest  seller  of  magic  wands  in  the   Flash  client   world   Ruby  on  Rails  backend   Total  team  size  is  12   MySQL  +  Redis  DB   3  
  • 4. #1   §  Launched  July  2009   §  Biggest  brain  training   game  on  Facebook  
  • 5. #2   §  Launched  February  2010   §  Top  20  Facebook  game   §  Pop  colourful  bubbles  and   explore  the  secrets  of  a   mysterious  island.  
  • 6. #3   §  Launched  May  2010   §  Top  20  Facebook  game   §  Grow  crazy  plants  and  build  your   own  unique  Monster  Garden.  
  • 7. #4   §  Launched:  December  2010   §  Cure  cute  pets  of  funny  diseases   while  building  your  own  pet  hospital.  
  • 8. #5   §  Launched:  March  15   §  Click  as  many  gems  as  possible  in  60s   §  Already  a  top  20  Facebook  game   §  Fastest  growing  Facebook  app  today  
  • 9. Techcrunch:     “wooga  is   figh0ng  the   good  fight  for   Europe”  
  • 10. Overview:   n  Our  goal  as  a  company:   n  Be  one  of  the  largest  gaming  company  in  10  years   n  No  long  term  planning   n  We  plan  as  a  company  usually  12  weeks  (posters  show  the  goal)   n  Product  vision  is  planned  roughly  for  3  weeks   n  We  break  this  down  to  weekly  itera0ons   n  These  layers  (company  –  strategic  &  product  –  agile  team)  are  deeply   linked   Company  Layer   Product  Layer   long  term   10  years   3  months   short  term   3  months   1  week   n  This  presenta0on  is  about  the  product  layer   10  
  • 11. Con0nuous  improvement  needs   flexibility     n  Everybody  keeps  an  eye  on  the  metrics     n  Improvement  with  con0nuous  tes0ng  and  a/b  tes0ng   n  Flexible  and  agile  teams   11  
  • 12. Weekly  itera0ons  based  on  analy0cs   12  
  • 13. Analy0cs:  We  provide  a  great  user   experience  by  obsessing  on  metrics   Step   New  users  (last  24h)   38.863   01  -­‐  Flash  begin  (0%)   93,0%   02  -­‐  Flash  complete  (100%)   86,5%   03  -­‐  Tutorial  –  first  harvest  completed   82,7%   Example:  1.3%   drop  is  deemed   04  -­‐  Tutorial  –  first  plan0ng  completed   82,5%   unacceptable   05  -­‐  Tutorial  –  Mr  T’s  magic  applied   81,1%   and  game  is   06  -­‐  Tutorial  –  second  harvest  compl.   79,8%   op0mized   07  -­‐  Level  2  reached   79,6%   accordingly   08  -­‐  Tutorial  completed  (plowing)   79,4%   09  -­‐  Level  3  reached   78,8%   10  -­‐  Level  4  reached   77,5%   11  –  Level  5  (or  higher)  reached   77,2%   13  
  • 14. A/B  test:  Growth  0me  of  lemonade  bushes     5  min  =>  3  min       7  day  ret               3  day  ret       1  day  ret     Reached  lvl  4   3 min Reached  lvl  3   5 min 0%   10%   20%   30%   40%   50%   60%  
  • 15. DAU  August  2010   1.200.000   1.100.000   1.000.000   900.000   800.000   700.000   600.000   500.000   400.000   300.000   300.000   200.000   100.000   0   May-­‐10   Jun-­‐10   Jul-­‐10   Aug-­‐10   Sep-­‐10   Oct-­‐10   Nov-­‐10   Dec-­‐10   15  
  • 16. Weekly  itera0ons  and  always  adapt   your  product  and  process  to  changing   circumstances  leads  to:   16  
  • 17. DAU  end  of  2010   1.200.000   1.100.000   1.000.000   900.000   800.000   700.000   600.000   500.000   400.000   300.000   200.000   100.000   0   May-­‐10   Jun-­‐10   Jul-­‐10   Aug-­‐10   Sep-­‐10   Oct-­‐10   Nov-­‐10   Dec-­‐10   17  
  • 18. How  did  we  start?   18  
  • 19. Current  team  structure   DEV DEV   PM   GFX   n  3  Product  Manager   BE   BE   n  1  Project  Manager   n  2  Backend  Developer   DEV   QA   PM   GFX   FE   n  2  Flash  Developer   n  1  QA   DEV   Proj   n  3  Graphic  Designer   PM   GFX   FE   M.   n  ALL  in  one  room  and  close  to  each  other  to  ensure  communicaFon   and  transparence   n  Independent  team  structure  with  dedicated  resources  for  every   game   19  
  • 20. How  did  the  team  start?   20  
  • 21. Small  process  improvement  over  0me   1.  Get  rid  of  Jira  and  use  Google  Spreadsheet  as  planning  tool   2.  No  huge  technical  specifica0ons  –  all  is  done  within  the  sprint  kick-­‐off   (max  some  PPT  slides)   3.  We  build  up  an  complete  internal  team   4.  We  started  color  coding  for  different  features  in  the  spreadsheet   5.  Skype  chat  for  asynchronous  communica0on  also  inside  the  room   6.  No  task  should  be  larger  than  2  days   7.  SCRUM  board  only  for  backend  (since  there  were  all  members  in  the   room  –  half  of  FE  team  was  external  at  that  0me)   21  
  • 22. But  this  was  not  enough…   n  Since  we  worked  in  a  very  good  way  with  SCRUM  the  last  months,   we  realized  that  there  are  challenges  which  do  not  fit  to  SCRUM   n  A  very  good  example  are  daily  opera0onal  issues  or     n  major  bugs  that  came  up   n  they  need  to  be  done  as  priority  number  one  and  usually  the   whole  fixed  sprint  plan  is  mixed  up.     n  This  is  why  we  started  to  introduce  KANBAN  elements   22  
  • 23. Problems  with  SCRUM?   n  SCRUM  is  very  strict  from  a  mindset/process   n  End  of  itera0on  is  a  gap  since  there  is  nothing  in  a  backlog  before   next  planning.  Kanban  has  always  issues  in  the  pipe   n  No  ongoing  development  everyday  of  the  week  (e.g.  planning  day)   n  No  re-­‐priori0za0on  during  a  sprint  (Kanban  allows  ongoing  re-­‐ priori0za0on)   23  
  • 24. KANBAN  -­‐  a  quick  introduc0on   n  “Kanban  is  part  of  an  approach  of  receiving  the  "pull"  from  the  demand.   Therefore,  the  supply  or  produc0on  is  determined  according  to  the   actual  demand  of  the  customers.“   n  Original  idea:  block  of  paper,  on  the  second  last  it  says  “you  have  to   order  paper”   n  All  rules  are  very  intui0ve   n  Change  a  requirement/priority  un0l  a  feature  is  not  in  development   n  Easy  rules  like  pull  to  the  right   n  Focus  is  to  finish  issues   n  If  there  is  a  boxle  neck  more  developers  go  to  a  feature   n  Pull  leads  to  ongoing  priori0za0on  and  changes  of  requirements  /   backlog  during  a  sprint  as  long  a  card  is  not  in  development   n  Solu0on  for  us:  integrate  Kanban  elements  in  Scrum   24  
  • 25. Integra0on  of  KANBAN  into  SCRUM   n  Management  +  product  owner  sees  process  like  SCRUM  internally  its   Kanban   n  We  will  keep  our  weekly  itera0on  for  major  product  features   because:   n  this  is  the  heartbeat  of  our  development   n  this  gives  the  team  and  the  company  planning  reliability   n  We  keep  our  exis0ng  mee0ngs  since  they  were  very  posi0ve  and   helpful  in  the  past  (e.g.  daily  stand-­‐up  –  more  later)   n  This  leads  to  the  current  process  elements  on  the  next  slides   25  
  • 26. Scope   n  Include  tasks  that  can  not  be  scheduled  in  SCRUM  like  all  opera0onal   emergencies  and  emergency  bugs   n  No  task  should  be  larger  than  2  days  and  a  feature  should  fit  into  one   itera0on  (minimum  viable  product)   n  No  up-­‐front  in  detail  es0ma0on  before  itera0on  -­‐>  Kick-­‐off  at  Kanban   during  itera0on   n  to  handle  general  features   n  to  handle  opera0onal  issues  in  a  later  phase  of  the  game   n  to  handle  spontaneous  changes  from  usability  or  a/b  tests   n  we  s0ll  need  to  do  this  for  large  tasks  roughly  to  break  them  down  into   our  weekly  itera0on   26  
  • 27. Higher  flexibility     n  Release  a  feature  whenever  it  is  ready   n  Most  important  tasks  are  started  as  soon  as  possible   n  Since  we  no  longer  NEED  to  do  itera0on,  we  do  not  have  to  wait  for  the   next  itera0on  in  order  to  re-­‐shuffle  priori0es  before  star0ng  development.     n  more  freedom  for  changing  priori0es  by  product  managers  and  most   important  items  can  be  finished  sooner   Scrum   Kanban   Do  not  change  the  sprint  log   Do  not  change  a  feature  if  it  is   during  an  itera0on   already  in  development   27  
  • 28. Progress  Visibility   n  The  whole  development  status  and  planning  is  visible  on  a  board  for   all  team  members   n  Integra0on  of  progress  updated  in  daily  standup:     n  Much  easier  to  track  and  update  progress  on  board  (every  team  member   will  change  the  status  of  their  own  task)  than  in  Excel.     n  We  have  magnets  with  pictures  of  all  team  members.     n  Lower  barrier  to  visualize  tasks  by  wri0ng  a  card  (before  more  tasks   stayed  "invisible")   28  
  • 29. Transparence   n  Visualize  whole  value  chain  at  the  board  and     n  not  only  development  (including  emergency  tasks  and  bugs)     n  so  more  transparency  for  tasks  then  in  Google  spreadsheet   n  Flow  related  problems  (boxlenecks)  become  more  easy  to  grasp/ visible  using  a  board  than  a  list  only     n  We  see  what  different  tasks  (technical  vs.  product)  we  do   29  
  • 30. Kanban  Board   Concept  in   Development   Development  in   IntegraFon   Staging  test  in   Ready  for   Done   progress   Backlog  waiFng   progress   test  in   progress  (test   Release     for  Kick-­‐off   progress  (test   on  branch)   on  trunk)   Product   Graphic   Frontend   Technical   Backend   30  
  • 31. Kanban  Board  –  next  itera0on   Concept  in   Development   Development  in   IntegraFon   Staging  test  in   Ready  for   Done   progress   Backlog  waiFng   progress   test  in   progress  (test   Release     for  Kick-­‐off   progress  (test   on  branch)   on  trunk)   Product   Graphic   Frontend   Technical   +   Backend   31  
  • 32. Real  Board  w/  different  colors  and   personal  magne0c  s0ckers   32  
  • 33. Monster  World  Process       Monday   Tuesday   Wednesday   Thursday   Friday   QA   Release   Code  Freeze  +   Planning   Development   Development   Development   Development   Development   n  Weekly  Sprints   n  Code  freeze  every  Friday  evening   n  1  day  QA  on  Monday   n  Major  release  every  Tuesday   n  Daily  minor  releases  /  patches   n  Now  we  have  development  on  all  days   33  
  • 34. Process  Diagram   Idea   Concept   Kick-­‐Off   (dev+prod)   Backend   Frontend   Graphic   Int.  Test   Stag.   Test   Ready  to   Release   Release   34  
  • 35. Weekly  Progress  Mee0ng   n  Current  version  +  next  version  overview   n  KPI  overview   n  Whole  company  can  axend   n  Limited  to  15  minutes   35  
  • 36. Daily  Scrum  Stand-­‐Up  Mee0ng   n  Track  progress  and  status  at  the  Kanban  board   n  Whole  Monster  World  Team   n  What  was  done  yesterday  /  What  is  in  Progress  /  Any  issues   n  5-­‐10  minutes   36  
  • 37. Product  Backlog  and  Priori0za0on   n  Weekly  before  Development  Backlog  Presenta0on   n  Decide  major  product  roadmap  and  product  priori0es   n  MW  Product  Team  +  Management  +  2  Developer   n  1  hour   37  
  • 38. Kick  Off  Mee0ngs   n  Per  task   n  Shortly  before  start  of  development   n  Final  effort  es0ma0on   n  All  team  members  who  can  support  the  task   n  5-­‐30  minutes   38  
  • 39. Conclusions     n  Have  independent  team  structure  with  dedicated  resources,  all   located  in  one  room   n  Agile  is  all  about  self  organiza0on  –  this  needs  people  who  can  self   organize  and  are  moFvated     39  
  • 40. Conclusions   n  Check  azer  launch  of  a  game/sozware  with  Scrum,  if  the   methodology  s0ll  fits  if  something  changes  (e.g.  opera0on),   otherwise  change  your  methodology   n  Always  check  and  ask  yourself  if  it  is  the  op0mal  way  how  it  works   and  have  the  courage  to  do  changes  in  all  processes   n  Have  a  good  balance  in  your  processes  between  flexibility  and   stability     Plan Act Adapt 40  
  • 41. 41 Thank  you  for  your  axen0on   Sönke  Bullerdiek   soenke.bullerdiek@wooga.com   wooga.com/jobs