Istvan Margetin: Agile Круглый стол Distributed Agile Development

1. Distributed Agile
Development
Case studies of different setups and
techniques used
By István Margetin
2011 © EPAM Systems

2. Introduction
Istvan Margetin
Senior project manager
- Joined EPAM in 2002
- Specialized in agile accounts since 2007
- Member of the Agile Enthusiasts EPAM community
- Stakeholder of #9
2010 © EPAM Systems 2

3. Agenda
1 The challenge
2 Case study: Screwfix
3 Case study: Fitch Ratings
4 Case study: Hotels.com
5 Summary
2010 © EPAM Systems 3

4. The Challenge
Manifesto for Agile Software Development
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
http://agilemanifesto.org/
2010 © EPAM Systems 4

5. Agenda
1 The challenge
2 Case study: Screwfix
3 Case study: Fitch Ratings
4 Case study: Hotels.com
5 Summary
2010 © EPAM Systems 5

6. Screwfix The customer
Screwfix Direct
Screwfix Direct is the fastest growing company in Kingfisher plc, a
FTSE 100 Global “Home Improvement” retailing group (B&Q, Brico
Depot, Castorama, Hornbach, Screwfix) with $18bn annual sales.
Screwfix sell online (100K parcels dispatched weekly) and through
over 140 retail trade counters. They sell tools, fixtures and fittings to
the home and trade markets.
2010 © EPAM Systems 6

7. Screwfix Project Vision
Project vision
Screwfix was looking to change both its development approach and
step change its existing legacy systems into a platform that is robust
and scalable for the future.
The existing architecture couldn’t keep up with the business growth
in processing capacity. Demands for new functionality required
process changes to increase the speed of delivery.
2010 © EPAM Systems 7

8. Screwfix Locations involved
2007-2010 Now
Yeovil – Management, Business stakeholders, BA Yeovil – Management, Business stakeholders,
& TA team, development team Reduced BA & TA team, 1 development triplet
Budapest – development team Kiev – Scrum masters, Development team
Kiev – development team
2010 © EPAM Systems 8

9. Screwfix Agile rollout 1/2
• An Agile coaching programme was applied across the single
(Screwfix & EPAM) team. The coaching and education
investment was made in all team members (regardless of
organisation).
• Screwfix implemented a staged approach to the Agile and XP
roll-out to ensure both developers and the business
completed the journey.
• Commited to the vision of ‘one development community,
regardless of employer’
• Started with very heavy EPAM onsite presence (30+), which
gradually decreased and got replaced by frequent visits in
both directions
2010 © EPAM Systems 9

10. Screwfix Agile rollout 2/2
June 2007 Dec 2007 June 2008 Dec 2008 June 2009 Dec 2009 June 2010
Daily Stand Up
Test Driven Automated Acceptance
Meetings Constant
Iteration Zero Development Testing
Agile & XP Journey
Retrospection,
Comparative Estimation Pomodoro
Process
Planning meetings refining and
Show and Tells Voluntary Pair XP Programming Contest Planning
Programming
Retrospectives Compulsory Pair
Continuous Integration
Programming
2010 © EPAM Systems 10

11. Screwfix Development model
Dev QA
Dev
Dev QA
Dev
Informal Communication Off Shore Project Co-
as necessary ordinator
Screwfix Project Screwfix Programme
Manager Manager
On Site Project Co-
ordinator
Dev QA
Dev D
D
Q
e
D
v
A
Q
e e A
D
v v
e
D Q
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e A
Dev QA D
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Dev QA Dev
Informal Communication as Off Shore Project Co-
Dev necessary ordinator
Screwfix Project Manager
On Site Project Co-
ordinator
D Q
e A
D
v
e
D Q D v Q
e A e A
D D
v v
e e
v v
D Q
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•Resources are planned in “Triplets” – 2 x Developer + 1 x Tester
D D Q
v e A
e
D
v v
e
D Q
v
•On shore co-ordinators can be Screwfix or EPAM resources
e A
D
v
e
v
•Each co-ordinator has 2-4 triplets depending on project. Informal Communication as Off Shore Project Co-
•Offshore triplets are entirely EPAM necessary ordinator
On Site Project Co-
Screwfix Project Manager
•Proportions of Offshore and Onshore Triplets change with projects. D Q
ordinator
e A
D
v
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D Q D v Q
e A e A
D D
v v
e e
v v
2010 © EPAM Systems 11

12. Screwfix Tools
• Our Strategy – To open as many communication channels as possible, build and encourage
relationships and let the teams decide how they prefer to communicate.
 Dedicated fixed
VPN between
Screwfix and EPAM
IP Phone Systems
Linked
Chat Rooms
Enabled
2010 © EPAM Systems 12

13. Screwfix The results
2010 © EPAM Systems 13

14. Agenda
1 The challenge
2 Case study: Screwfix
3 Case study: Fitch Ratings
4 Case study: Hotels.com
5 Summary
2010 © EPAM Systems 14

15. Fitch Ratings The customer
Fitch Ratings
Dual-headquartered in New York and London with 50 offices worldwide, Fitch
Ratings is a global rating agency providing rating, credit opinions, research and
data. Fitch Ratings’ global expertise draws on local market knowledge and spans
across the fixed-income universe.
Fitch Solutions
Since 2008, Fitch Solutions has offered a range of comprehensive data, analytical
tools and risk services to fixed-income investors and other market participants.
The firm also distributes Fitch Ratings' credit ratings, research and data through a
variety of platforms. Product offerings cover research services, risk and
performance analytics, structured finance solutions, pricing and valuation
services, quantitative analytics and training.
Fitch Ratings and Fitch Solutions are part of the Fitch Group, a majority-owned
subsidiary of Fimalac, S.A., headquartered in Paris, France.
2010 © EPAM Systems 15

16. Fitch Ratings Project vision
The Vision
Fitch Ratings was looking to develop and roll-out a common
platform for their local websites, and in time port the global website
over as well. Their existing systems lacked centralization and didn’t
support report distribution and translation, neither single sign-on
for customers of both local and the global sites.
The Japanese site was selected as a candidate to pilot the project,
built on top of the Tridion SDL content management system.
Existing reports were to be automatically imported from the global
website, offered for translation based on a complex workflow. Also
customer accounts were shared between the global website and
the Tridion platform.
2010 © EPAM Systems 16

17. Fitch Ratings Locations involved
Chicago – Development team
New York – Fitch Management
London – Fitch Management
Budapest – Epam Management
Lviv – BA & TA team, Development team
Tokyo – Business stakeholders
2010 © EPAM Systems 17

18. Fitch Ratings Agile processes
Fitch Solutions already had an established agile process, that we
tailored to the project’s needs based on Epam’s experience and the
geological constraints
2 week iterations
Planning games
Sprint reviews
Daily Stand-ups
Retrospectives
2010 © EPAM Systems 18

19. Fitch Ratings Tools
 Dedicated fixed
VPN between Fitch
Ratings and EPAM
2010 © EPAM Systems 19

20. Fitch Ratings The results
2010 © EPAM Systems 20

21. Agenda
1 The challenge
2 Case study: Screwfix
3 Case study: Fitch Ratings
4 Case study: Hotels.com
5 Summary
2010 © EPAM Systems 21

22. Hotels.com The customer
Hotels.com
As a member of the Expedia Inc. family of companies, Hotels.com is
one of the largest retailers of travel on the Internet.
2010 © EPAM Systems 22

23. Hotels.com Project vision
Project vision
Epam took the project over from a previous provider in July, 2007.
After half a year, the team started working on delivering brand new
features. We are working on continuously improving the website,
delivering internal tools for administration and maintenance
activities and recently started implementing Hotels.com’s mobile
strategy, the results of which are a mobile optimised website, an
iPhone and an android native application so far.
2010 © EPAM Systems 23

24. Hotels.com Locations involved
London – Management, Business stakeholders,
BA & TA team
Budapest – BA & TA team, Development team
Szeged – Development team
2010 © EPAM Systems 24

25. Hotels.com Agile processes 1/2
• Started as a waterfall project with a resource pool forming
new projects on demand
• Time to market with new features was a challenge
• Shorter development and release cycle was required,
• Without comprimising quality
• Scrum was piloted on 2 teams, and rolled out in January 2010
• Moved to a full scrum environment by now with 10
established scrum teams and 5 supporting teams, each having
dedicated Scrum Masters and Product Owners, separate
backlogs and clear ownership of functional areas
2010 © EPAM Systems 25

26. Hotels.com Agile processes 2/2
Continuous integration environment has been established with high
automated test coverage both on the unit test and on the end-to
end test level to support quality (“fail fast”)
2010 © EPAM Systems 26

27. Hotels.com Tools
 Dedicated fixed
VPN between
Hotels.com and EPAM
 Frequent travels
2010 © EPAM Systems 27

28. Hotels.com The results
2010 © EPAM Systems 28

29. Agenda
1 The challenge
2 Case study: Screwfix
3 Case study: Fitch Ratings
4 Case study: Hotels.com
5 Summary
2010 © EPAM Systems 29

30. Summary Key items to make distributed agile a
success 1/2
Technology – Set the teams up for success
• The teams on all locations should have access to the same
resources
• Shared calendars
2010 © EPAM Systems 30

31. Summary Key items to make distributed agile a
success 2/2
Communication – Trust & Respect
• Building trust between the teams, especially between customer
and offshore partner is essential. Once built, trust also needs to
be maintained!
• Schedule frequent travels, to both directions
• Each location should have an equal voice
2010 © EPAM Systems 31

32. Thanks
for Your Attention
EPAM Systems — Distributed Agile Development
By
István Margetin
Senior Project Manager
Budapest office, Budapest, Hungary
EPAM Systems
41 University Drive, Suite 202 | Newtown, PA 18940
p: +1 267 759 9000 | f: +1 +1 267 759 8989 | e: info@epam.com | w: www.epam.com