Distributed AgileDevelopmentCase studies of different setups andtechniques usedBy István Margetin2011 © EPAM Systems
IntroductionIstvan MargetinSenior project manager-   Joined EPAM in 2002-   Specialized in agile accounts since 2007-   Me...
Agenda         1   The challenge         2   Case study: Screwfix         3   Case study: Fitch Ratings         4   Case s...
The Challenge            Manifesto for Agile Software Development                We are uncovering better ways of developi...
Agenda         1   The challenge         2   Case study: Screwfix         3   Case study: Fitch Ratings         4   Case s...
Screwfix                                       The customerScrewfix DirectScrewfix Direct is the fastest growing company i...
Screwfix                                      Project VisionProject visionScrewfix was looking to change both its developm...
Screwfix                                               Locations involved                   2007-2010                     ...
Screwfix                                    Agile rollout 1/2    • An Agile coaching programme was applied across the sing...
Screwfix                                                               Agile rollout 2/2 June 2007             Dec 2007   ...
Screwfix                                                                                                                  ...
Screwfix                                               Tools •   Our Strategy – To open as many communication channels as ...
Screwfix                         The results           2010 © EPAM Systems                 13
Agenda         1   The challenge         2   Case study: Screwfix         3   Case study: Fitch Ratings         4   Case s...
Fitch Ratings                                     The customerFitch RatingsDual-headquartered in New York and London with ...
Fitch Ratings                                Project visionThe VisionFitch Ratings was looking to develop and roll-out a c...
Fitch Ratings                         Locations involved                                       Chicago – Development team ...
Fitch Ratings                               Agile processesFitch Solutions already had an established agile process, that ...
Fitch Ratings                         Tools                                               Dedicated fixed                ...
Fitch Ratings                         The results                2010 © EPAM Systems                 20
Agenda         1   The challenge         2   Case study: Screwfix         3   Case study: Fitch Ratings         4   Case s...
Hotels.com                                  The customerHotels.comAs a member of the Expedia Inc. family of companies, Hot...
Hotels.com                                   Project visionProject visionEpam took the project over from a previous provid...
Hotels.com                         Locations involved                                   London – Management, Business stak...
Hotels.com                                     Agile processes 1/2    • Started as a waterfall project with a resource poo...
Hotels.com                                  Agile processes 2/2Continuous integration environment has been established wit...
Hotels.com                         Tools                                            Dedicated fixed                      ...
Hotels.com                         The results             2010 © EPAM Systems                 28
Agenda         1   The challenge         2   Case study: Screwfix         3   Case study: Fitch Ratings         4   Case s...
Summary                                     Key items to make distributed agile a                                         ...
Summary                                      Key items to make distributed agile a                                        ...
Thanksfor Your AttentionEPAM Systems — Distributed Agile DevelopmentByIstván MargetinSenior Project ManagerBudapest office...
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Distributed Agile Development

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Distributed Agile Development

  1. 1. Distributed AgileDevelopmentCase studies of different setups andtechniques usedBy István Margetin2011 © EPAM Systems
  2. 2. IntroductionIstvan MargetinSenior 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. 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. 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. 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. 6. Screwfix The customerScrewfix DirectScrewfix Direct is the fastest growing company in Kingfisher plc, aFTSE 100 Global “Home Improvement” retailing group (B&Q, BricoDepot, Castorama, Hornbach, Screwfix) with $18bn annual sales.Screwfix sell online (100K parcels dispatched weekly) and throughover 140 retail trade counters. They sell tools, fixtures and fittings tothe home and trade markets. 2010 © EPAM Systems 6
  7. 7. Screwfix Project VisionProject visionScrewfix was looking to change both its development approach andstep change its existing legacy systems into a platform that is robustand scalable for the future.The existing architecture couldn’t keep up with the business growthin processing capacity. Demands for new functionality requiredprocess changes to increase the speed of delivery. 2010 © EPAM Systems 7
  8. 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. 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. 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. 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 v e A Dev QA D v e v 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 e A•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 e D Q D v Q e A e A D D v v e e v v 2010 © EPAM Systems 11
  12. 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. 13. Screwfix The results 2010 © EPAM Systems 13
  14. 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. 15. Fitch Ratings The customerFitch RatingsDual-headquartered in New York and London with 50 offices worldwide, FitchRatings is a global rating agency providing rating, credit opinions, research anddata. Fitch Ratings’ global expertise draws on local market knowledge and spansacross the fixed-income universe.Fitch SolutionsSince 2008, Fitch Solutions has offered a range of comprehensive data, analyticaltools and risk services to fixed-income investors and other market participants.The firm also distributes Fitch Ratings credit ratings, research and data through avariety of platforms. Product offerings cover research services, risk andperformance analytics, structured finance solutions, pricing and valuationservices, quantitative analytics and training.Fitch Ratings and Fitch Solutions are part of the Fitch Group, a majority-ownedsubsidiary of Fimalac, S.A., headquartered in Paris, France. 2010 © EPAM Systems 15
  16. 16. Fitch Ratings Project visionThe VisionFitch Ratings was looking to develop and roll-out a commonplatform for their local websites, and in time port the global websiteover as well. Their existing systems lacked centralization and didn’tsupport report distribution and translation, neither single sign-onfor 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 globalwebsite, offered for translation based on a complex workflow. Alsocustomer accounts were shared between the global website andthe Tridion platform. 2010 © EPAM Systems 16
  17. 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. 18. Fitch Ratings Agile processesFitch Solutions already had an established agile process, that wetailored to the project’s needs based on Epam’s experience and thegeological constraints2 week iterationsPlanning gamesSprint reviewsDaily Stand-upsRetrospectives 2010 © EPAM Systems 18
  19. 19. Fitch Ratings Tools  Dedicated fixed VPN between Fitch Ratings and EPAM 2010 © EPAM Systems 19
  20. 20. Fitch Ratings The results 2010 © EPAM Systems 20
  21. 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. 22. Hotels.com The customerHotels.comAs a member of the Expedia Inc. family of companies, Hotels.com isone of the largest retailers of travel on the Internet. 2010 © EPAM Systems 22
  23. 23. Hotels.com Project visionProject visionEpam took the project over from a previous provider in July, 2007.After half a year, the team started working on delivering brand newfeatures. We are working on continuously improving the website,delivering internal tools for administration and maintenanceactivities and recently started implementing Hotels.com’s mobilestrategy, the results of which are a mobile optimised website, aniPhone and an android native application so far. 2010 © EPAM Systems 23
  24. 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. 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. 26. Hotels.com Agile processes 2/2Continuous integration environment has been established with highautomated test coverage both on the unit test and on the end-toend test level to support quality (“fail fast”) 2010 © EPAM Systems 26
  27. 27. Hotels.com Tools  Dedicated fixed VPN between Hotels.com and EPAM  Frequent travels 2010 © EPAM Systems 27
  28. 28. Hotels.com The results 2010 © EPAM Systems 28
  29. 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. 30. Summary Key items to make distributed agile a success 1/2Technology – 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. 31. Summary Key items to make distributed agile a success 2/2Communication – 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. 32. Thanksfor Your AttentionEPAM Systems — Distributed Agile DevelopmentByIstván MargetinSenior Project ManagerBudapest office, Budapest, HungaryEPAM Systems41 University Drive, Suite 202 | Newtown, PA 18940p: +1 267 759 9000 | f: +1 +1 267 759 8989 | e: info@epam.com | w: www.epam.com

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