The document discusses the implementation of agile development within Safety-Kleen Systems' compensation project, highlighting a 10-week plan, multiple stakeholders, and the necessity for adaptability. It compares agile and traditional development methodologies, emphasizing benefits such as rapid delivery and close cooperation between business and developers. Key challenges faced included plan design disagreements and the need for ongoing adjustments, but ultimately the agile approach proved successful for the organization's dynamic needs.

1. Agile Development – Will it Work for You? Ried Duncan Director of Compensation Safety-Kleen Systems 972-265-2147 Niranjan Ravulapalli Founder ePharos, Inc 972-505-1478

2. Agenda Overview of SK pay plan/payees Implementation Process The project plan – 10 weeks to Nirvana Reality Bites The New Deal The Agile Development Manifesto The Tools of the Trade – example 1 The Tools of the Trade – example 2 Agile vs. Traditional Development – Which is Best for You? Questions

3. Overview of SK 2,500 employees on “commission” plans 115 job titles labeled as commissionable > 200 locations 20+ Callidus plans > 25 pay elements 2 business groups 13 business/commission periods Ongoing plan administration New plan design Simplification opportunities Pilot programs HR Commissions Project lead (contract) Sr Programmer 2 Programmers (Callidus novices) 2 Administrators (all systems) 1 Report Writer (6 mo contract) IT Project lead 1.5 Legacy programmers 1 DBA contractor Sales Operations Manager Access DBA

4. IMPLEMENTATION PROCESS – Management Communication Job Group Job Code --- Job Title TrueComp ® TrueInformation™ Adding a sales plan to Callidus is a disciplined process with multiple phases and checkpoints in order to ensure efficiency and accuracy. Process Pay Plan Documentation Functional Specification Documentation Design Specification Documentation Data Integration Rule Writing Reporting Test and Retest Communication/ Documentation Pay Live !! Administration Plan Management

5. 10 Weeks to Nirvana The Plan 160 employees 13 job codes on a pilot plan 4 plans 2 standardized reports Data feeds Rules Output to payroll Start: February 1, 2007 Go-Live: October 15, 2007

6. Reality Bites… Three (plus) iterations of rule writing due to disagreements on plan design Two plan design changes that did not result in re-programming before go-live Major initiative launched in August to review, redesign several key plans, new Callidus development on hold Go-live in September with payday in October Immediate reprogramming to change one of the elements in (2) above Designs for three revised plans completed in January 08 Automated data feeds including all (?) transaction data feeds completed March 08. Designs for fourth revised plan launched as Pilot in April 08 Completed manual work-around for HR data feed issues in April 08

7. The New Deal  Agile Manifesto? Our Approach 10 weeks per plan won’t work. We have to do it faster… If it’s not in production and working, it didn’t happen We know SK sales management is going to change everything all the time. So what. Adapt. Overcome. Take the initiative. The commission team re-located and moved into the same space “ Here’s the work pie. Bring a fork. Bring two. Eat all you can. I’m not slicing it” SEA Responsibility mix v. post-implementation documentation Involve business in the code base The Agile Manifesto Customer satisfaction by rapid, continuous delivery of useful software Working software is delivered frequently (weeks rather than months) Working software is the principal measure of progress Even late changes in requirements are welcomed Close, daily cooperation between business people and developers Face-to-face conversation is the best form of communication (Co-location) Projects are built around motivated individuals, who should be trusted Continuous attention to technical excellence and good design Simplicity Self-organizing teams Regular adaptation to changing circumstances

8. The Tools We Used – Project Overview BAP–Free

9. The Tools We Used - Roles & Responsibilities

10. Traditional Report Process Look Report Process Report Process Report Process Commission Report Commission Report Commission Report Commission Calculations Commission Calculations Commission Calculations

11. Smart Report Report Process Commission Report Commission Report Commission Report Commission Calculations Commission Calculations Commission Calculations

12. Agile vs. Traditional Development Agile Planned, small scale, rapidly iterative sequences in what-ever order the business is ready for Success – it’s working! (the software) Complete planning and details one iteration at a time Shared accountabilities for outcomes Little chunks, more often Traditional Predictive, pre-planned sequences (requirements gather, analysis, design, code, test) Success measured in documents – requirements, designs, test plans, etc. Strict execution Complete and detailed planning Specific accountabilities by function Big chunks

13. Can Agile Development Work for You? Is your project small scale? Is it highly critical? Do things change a lot? What is your culture? What is the skill level of your developers? Can you locate your team close together? Can you afford to take risks? How detailed does your forecast documentation need to be? How detailed does your plan documentation need to be? MAYBE…

14. Questions? Ried Duncan Director of Compensation Safety-Kleen Systems 972-265-2147 Niranjan Ravulapalli Founder ePharos, Inc 972-505-1478