Come to this session if you have an interest in hearing about current state of XP and how its been evolving. This is a case study of XP prac=ces at Connextra and then later at Unruly Media (founded by people who worked at Connextra). 1
8 At Connextra, wethought the template would make a neat XPDay give-‐away. We were surprised that this format spread around the world.
TimMackinnon was co-‐author of Endo-‐tes=ng: Unit Tes=ng with Mock Objects paper and developers at Connextra were ﬁrst to use them from 2000 before Mocking frameworks had been developed. 9
Another less widely known Connextra prac=ce was Lone Ranger. A nominated developer who was available on a daily basis to handle customer support requests (nomina=ng interrup=ble developer to minimise interrup=ons to all teams). All developers took turns to be LR. Ref: Extreme Support by Rachel Davies & Colville Wemyss 10
Gold Cards – every developer had 1 day per week to work on research of new ideas or improvements. Ref: Innova=on and Sustainability with Gold Cards. XPUniverse 2001 11
Unruly is a video technology company that works with top brands and their agencies to predict the emo=onal impact of their videos and get them watched, tracked and shared across paid, owned and earned media. Sarah “XP is integral to our whole business ethos and company philosophy. Its important that all teams -‐ whether thats marke=ng, ops, design or media -‐ are comfortable with con=nuous itera=on and happy to "embrace change" as the XP moMo goes!” 12
We formed a cross-team Boratsquad to move forward ourinfrastructure vision. Developersalready deploy code and maintaininfrastructure but this is about“reducing variance, improving themean”We used a gradient to see who wasinterested to be on this squad.
We did dot-voting to prioritise areasfor our Infrastructure backlog.
Helps break down tensionsbetween teams and is fun duringthe day
Vikki made this for our larger teamretrospective before we split intosmaller teams.
Distributed team. We try to involveAimy one of our Product Managersin New York. You can see her hereon Google Hangour with her faceplastered with sticky notes andwearing a tiara from (GoogleHangout effect)
Knobs to 11. Are we s=ll looking for areas where can we improve? Yes! 22
Iteration length was 18 workingdays, seems a long time (comparedto 2 week sprints) but actually werelease code daily, this is aboutagreeing priorities with ourstakeholders. However, 18 daysmakes the day of the meeting moveabout in our stakeholder calendars– we’re trying 15 days (every 3weeks) with 2 teams and otherteam is on 10day cycle.
When I joined the company there was a huge and growing backlog of wordy stories in TargetProcess. This cumula=ve ﬂow chart shows that we were inves=ng =me wri=ng these when they were not gemng done. Now moved to a simpler tool, Trello, which is more like a card wall and less eﬀort to maintain. 24
Were we spending too much =me in detailed es=mate sessions, talking about stories that never got implemented. We have reduced whole team =me doing this and can give ballpark es=mate with 1 or 2 developers. Whole team only has detailed design discussion for stories that are deﬁnitely chosen for our next itera=on (discussion happens aper planning). 25
We had established a Product team to work with stakeholders to ﬁgure out new stories. But they ended up wri=ng long stories that were too big to get implemented. 26
We moved our Product Managers down to sit with the team. 27
We merged Product and Development to create cross-‐func=onal teams. Developers involved in story crea=on and gives ballpark at same =me. Detailed discussion with team only happens for most valuable stories. 28
Now stakeholders talk directly to Developers. 29
We created a hot ideas process where Developers are the ﬁrst point of contact and lead story discussions. 30
We created a visual map of our users to make it easer for people to have conversa=ons with them. 31