Agile Transformation at The National Geographic Society

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National Geographic is just over a year into our Agile transformation. The process has been an evolution not a revolution. The focus has been on training, including at the executive level, to make incremental steps toward improving our Agile adoption and making sure we all are speaking the same language. Tracie will discuss the transformation to date and plans for the future, including office workspace redevelopment and continued management engagement.

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Agile Transformation at The National Geographic Society

  1. 1. Tracie Winbigler winbigler@ngs.org National Geographic Society October 7, 2013
  2. 2. Agenda §  History of National Geographic §  National Geographic Products §  Membership as a Key Initiative §  Agile learning with Membership example §  Agile Actions and Improvements
  3. 3. “The  advisability  of  organizing  a  society  for  the  increase  and  diffusion  of  geographic  knowledge.”  
  4. 4. storytelling
  5. 5. Key Initiatives for the Society §  Financial Health §  Products, Services & Experiences §  Market Reputation §  Organization & Culture §  Sustainable Business
  6. 6. Products, Services and Experiences §  NG shares the work of top scientists, explorers and storytellers §  The content needs to engage an younger and broader audience §  Encourage everyone to participate as contributors, members and supporters §  Leverage new technology to create a community §  Infrastructure to facilitate the consumer experience and test new business models
  7. 7. Re-envisioning Membership 1888 2013
  8. 8. Agile Adoption for Membership Infrastructure §  Shorter iterative development desired §  Large development team created §  Sprint work flow concept adopted §  PMO managed the process §  Minimal Viable Product concept introduced
  9. 9. Membership Platform Launch §  What we did wrong: – Agile Methodologies applied incorrectly – Unclear business priorities and planning – Backlog of unaddressed requests §  Actions: – Agile Assessment performed – Company wide training (starting with Executives) – Membership Team Reset – Collaboration Space
  10. 10. Agile Assessment Results IMPROVEMENT PLAN KEY FINDINGS Pluses •  Baseline Scrum Practices and Processes •  Roles and Responsibilities •  Movement towards Product-Based Delivery •  Defined Teams •  Deltas •  Set up an Agile Program Office •  Set up an Executive Portfolio Management Council •  Maturity of Agile Practices and Processes •  Execution Across Organizational Silos •  •  •  Business Engagement in Agile Fast Track the Adoption of the new SDLC Process •  Integration and Deployment •  Product Discovery Employ Kanban for Maintenance and Operations •  3rd Party Onboarding •  Collaborative Team Workspaces Extend SDLC with Engineering and Release Management Discipline •  Optimum Time for Change •  Management Support for Agile Formalize Agile Improvement Teams w/ clear •  Set up Product Innovation Teams
  11. 11. Agile Training Plan •  Executive Orientation Ø  1 Session Completed Ø  2nd offering due to successful results •  Organization Orientation Ø  3 Sessions •  In Depth Training Ø  Certified Scrum Master ‒  Developer Leads and Project Managers Ø  Certified Scrum Product Owner ‒  Product Team
  12. 12. Membership Team Reset Original Team Structure Core Team Data Team Header Team Revised Team Structure Team 1 Team 2 New Structure provides: - addresses features and functionality Team 3 - cross platform vision with leads to assure dependencies are addressed Scrum of Scrum - provides for more integrated teams, not separated by products / projects
  13. 13. Collaborative Workspace Floor Plan •  Huddle Rooms •  Lower cube walls •  Collaborative tools •  Integrated Teams •  Co-located Teams
  14. 14. Tracie Winbigler winbigler@ngs.org National Geographic Society October 7, 2013

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