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Agile Meets Waterfall


                                        Presenters:
                                       David Ramos
                                       Ilya Solovyev




Copyright 2011 LinkShare Corporation. All rights reserved.       CONFIDENTIAL: FOR INTERNAL DISTRIBUTION ONLY
                                                             0
Project Objective




To enable Linkshare to collect and pay                                                                                   VAT
VAT (Value Added Tax) exclusive to the
    commissions that Publishers earn,
 which will enable Linkshare to compete
 effectively for Publishers in the U.K and
            European markets.




         Copyright 2011 LinkShare Corporation. All rights reserved.       CONFIDENTIAL: FOR INTERNAL DISTRIBUTION ONLY
                                                                      1
Project Challenges

Complexity
   Changes required on 5 production systems
   Limited legacy documentation
   Large volume of semi-documented exceptions
Time to Market
   Compressed project schedule to meet same year
   revenue target
Resources Availability
   Competing projects
   Limited number of Subject Matter Experts
   Steep learning curve to ramp additional resources
Lessons learned from a previous
related project
   High volume of bugs
   Limited test cases and test rounds
   Inadequate testing environment
   Limited test data




                Copyright 2011 LinkShare Corporation. All rights reserved.       CONFIDENTIAL: FOR INTERNAL DISTRIBUTION ONLY
                                                                             2
Solution to Challenges: Agile Meets Waterfall


        Q2 2011                                                                 Q3 2011                                                             Q4 2011



Inception

            Requirements

                                Design

                                                          Code

                                                                                   Test

                                                                                               Regression
                                                                                                                           UAT

                                                                                                                                           Deploy

                                                                                                                                                       Close




                           Copyright 2011 LinkShare Corporation. All rights reserved.       CONFIDENTIAL: FOR INTERNAL DISTRIBUTION ONLY
                                                                                        3
Project Approach
Key Agile Principles                                                                        Key Waterfall Principles
                                                                                            Large Batches
Small Batches                                                                               Typical delivery schedule is two or three times a year.
Functionality is developed in short iterations of 1-4 weeks, and
released into production frequently, as often as weekly.

Responding To Change                                                                        Baseline and Change Control
Acknowledge uncertainty, and adapt to both external (market)                                Typically constrain, or even completely eliminate any
and internal changes, by modifying plans and approach. Use                                  significant change other than dropping features. Work to initial
engineering principles to make code base easy to modify.                                    plans, even when they are proven to be invalid.
Iteration & Continuous Improvement
Retrospectives at the end of each iteration allows teams to                                 Lessons Learned at the End
reflect, learn and continually improve by continually adapting.                             Negative feedback is rarely if ever given, and often too late to
                                                                                            avoid significant project consequences.

Small, Integrated Teams                                                                     Silo Teams with Handoffs
Small team size and complementary overlap in skill sets                                     Staff works in functional oriented groups, throwing
simplifies communications, allows everyone to see the big                                   documentation and code over the wall.
picture, creates self discipline and provide flexibility.
                                                                                            All or Nothing
Focus on Highest Value First                                                                Tight coupling, and a bias toward building out the internals in
Align project, product and team visions                                                     a breadth first fashion, means that nothing can be delivered in
by prioritizing by business needs, and using well-architectured                             isolation, even if it’s valuable.
code, to deliver better quality products faster and cheaper.


                           Copyright 2011 LinkShare Corporation. All rights reserved.           CONFIDENTIAL: FOR INTERNAL DISTRIBUTION ONLY
                                                                                        4
Team Structure

Role                Agile                Waterfall
Product Owner
Project Manager
Technical
Functional
Manager
Requirements
Manager
Technical Lead
Software
Developers
QA Lead
QA Engineers




                  Copyright 2011 LinkShare Corporation. All rights reserved.       CONFIDENTIAL: FOR INTERNAL DISTRIBUTION ONLY
                                                                               5
Development Approach

• Agile for Development and Test
   • Daily ½ hour meeting
   • Three 1-week sprints

• Assignments to sprint backlog tasks
   • Dependent on developer’s expertise

• The team was self-organized
   • Found the best architecture and
     code design approaches during
     weekly sprints




             Copyright 2011 LinkShare Corporation. All rights reserved.       CONFIDENTIAL: FOR INTERNAL DISTRIBUTION ONLY
                                                                          6
Test Approach

• Test development first
   – from unit testing to demo

• Test Environment                                                                               LinkShare Wiki
   – 60% performance
     improvement

• Test Data

• Created WIKI page
   – result of existing unit
     tests

• Sprint QA testing




                Copyright 2011 LinkShare Corporation. All rights reserved.       CONFIDENTIAL: FOR INTERNAL DISTRIBUTION ONLY
                                                                             7
Project Outcomes
Largest Related Code Release since Q4 2010
   – Code Reviews
   – Early Testing + Testing with Recent Data
   – Multiple Rounds of UAT


  Lessons                             Out Box                                                Team                                  Project
  Learned                             Thinking                                               Work                                  Success


 Post Release Bugs                                Pre Release Bugs                                           Days to First Invoice




  111                                               329                                                              29

          4                                                                26                                                  2



              Copyright 2011 LinkShare Corporation. All rights reserved.        CONFIDENTIAL: FOR INTERNAL DISTRIBUTION ONLY
                                                                           8
Agile Challenges


Backlog
• It can grow to a size where
  it’s difficult to groom or
  prioritize in any reasonable
  amount of time

Documentation
• It often gets out prioritized

Staffing
• Some resist to co-locate
• Estimating complex stories
   can be difficult to less
   experienced team members.


              Copyright 2011 LinkShare Corporation. All rights reserved.       CONFIDENTIAL: FOR INTERNAL DISTRIBUTION ONLY
                                                                           9
Conclusion



Agile + Waterfall
   – Can co-exist
   – Helps produce the
     highest quality product
   – Helps achieve milestones
     and adhere to timelines




           Copyright 2011 LinkShare Corporation. All rights reserved.        CONFIDENTIAL: FOR INTERNAL DISTRIBUTION ONLY
                                                                        10
Next Steps


• 2012 Product Roadmap

• Adapt this new approach
  to complex and time
  sensitive projects

• Example: Global SAP




          Copyright 2011 LinkShare Corporation. All rights reserved.        CONFIDENTIAL: FOR INTERNAL DISTRIBUTION ONLY
                                                                       11
Next Steps – Global SAP Rollout 2012
                                                                                           •     Multiple Concurrent Projects
Currently Underway                                                                         •     2 Week Dev Sprints
                                                            Agile                          •     Quick response to change
                                                                                           •     Waterfall UAT and Regression

                                                                  Legacy
                                                                  System
                                                                Integration



                                        Phase 1
                                       LinkShare
                                         Rollout


                                                                                 Global SAP
                                Waterfall
 • Single Waterfall Project
 • Strict Change Control
 • All or Nothing
               Copyright 2011 LinkShare Corporation. All rights reserved.         CONFIDENTIAL: FOR INTERNAL DISTRIBUTION ONLY
                                                                            12

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Agile meets waterfall

  • 1. Agile Meets Waterfall Presenters: David Ramos Ilya Solovyev Copyright 2011 LinkShare Corporation. All rights reserved. CONFIDENTIAL: FOR INTERNAL DISTRIBUTION ONLY 0
  • 2. Project Objective To enable Linkshare to collect and pay VAT VAT (Value Added Tax) exclusive to the commissions that Publishers earn, which will enable Linkshare to compete effectively for Publishers in the U.K and European markets. Copyright 2011 LinkShare Corporation. All rights reserved. CONFIDENTIAL: FOR INTERNAL DISTRIBUTION ONLY 1
  • 3. Project Challenges Complexity Changes required on 5 production systems Limited legacy documentation Large volume of semi-documented exceptions Time to Market Compressed project schedule to meet same year revenue target Resources Availability Competing projects Limited number of Subject Matter Experts Steep learning curve to ramp additional resources Lessons learned from a previous related project High volume of bugs Limited test cases and test rounds Inadequate testing environment Limited test data Copyright 2011 LinkShare Corporation. All rights reserved. CONFIDENTIAL: FOR INTERNAL DISTRIBUTION ONLY 2
  • 4. Solution to Challenges: Agile Meets Waterfall Q2 2011 Q3 2011 Q4 2011 Inception Requirements Design Code Test Regression UAT Deploy Close Copyright 2011 LinkShare Corporation. All rights reserved. CONFIDENTIAL: FOR INTERNAL DISTRIBUTION ONLY 3
  • 5. Project Approach Key Agile Principles Key Waterfall Principles Large Batches Small Batches Typical delivery schedule is two or three times a year. Functionality is developed in short iterations of 1-4 weeks, and released into production frequently, as often as weekly. Responding To Change Baseline and Change Control Acknowledge uncertainty, and adapt to both external (market) Typically constrain, or even completely eliminate any and internal changes, by modifying plans and approach. Use significant change other than dropping features. Work to initial engineering principles to make code base easy to modify. plans, even when they are proven to be invalid. Iteration & Continuous Improvement Retrospectives at the end of each iteration allows teams to Lessons Learned at the End reflect, learn and continually improve by continually adapting. Negative feedback is rarely if ever given, and often too late to avoid significant project consequences. Small, Integrated Teams Silo Teams with Handoffs Small team size and complementary overlap in skill sets Staff works in functional oriented groups, throwing simplifies communications, allows everyone to see the big documentation and code over the wall. picture, creates self discipline and provide flexibility. All or Nothing Focus on Highest Value First Tight coupling, and a bias toward building out the internals in Align project, product and team visions a breadth first fashion, means that nothing can be delivered in by prioritizing by business needs, and using well-architectured isolation, even if it’s valuable. code, to deliver better quality products faster and cheaper. Copyright 2011 LinkShare Corporation. All rights reserved. CONFIDENTIAL: FOR INTERNAL DISTRIBUTION ONLY 4
  • 6. Team Structure Role Agile Waterfall Product Owner Project Manager Technical Functional Manager Requirements Manager Technical Lead Software Developers QA Lead QA Engineers Copyright 2011 LinkShare Corporation. All rights reserved. CONFIDENTIAL: FOR INTERNAL DISTRIBUTION ONLY 5
  • 7. Development Approach • Agile for Development and Test • Daily ½ hour meeting • Three 1-week sprints • Assignments to sprint backlog tasks • Dependent on developer’s expertise • The team was self-organized • Found the best architecture and code design approaches during weekly sprints Copyright 2011 LinkShare Corporation. All rights reserved. CONFIDENTIAL: FOR INTERNAL DISTRIBUTION ONLY 6
  • 8. Test Approach • Test development first – from unit testing to demo • Test Environment LinkShare Wiki – 60% performance improvement • Test Data • Created WIKI page – result of existing unit tests • Sprint QA testing Copyright 2011 LinkShare Corporation. All rights reserved. CONFIDENTIAL: FOR INTERNAL DISTRIBUTION ONLY 7
  • 9. Project Outcomes Largest Related Code Release since Q4 2010 – Code Reviews – Early Testing + Testing with Recent Data – Multiple Rounds of UAT Lessons Out Box Team Project Learned Thinking Work Success Post Release Bugs Pre Release Bugs Days to First Invoice 111 329 29 4 26 2 Copyright 2011 LinkShare Corporation. All rights reserved. CONFIDENTIAL: FOR INTERNAL DISTRIBUTION ONLY 8
  • 10. Agile Challenges Backlog • It can grow to a size where it’s difficult to groom or prioritize in any reasonable amount of time Documentation • It often gets out prioritized Staffing • Some resist to co-locate • Estimating complex stories can be difficult to less experienced team members. Copyright 2011 LinkShare Corporation. All rights reserved. CONFIDENTIAL: FOR INTERNAL DISTRIBUTION ONLY 9
  • 11. Conclusion Agile + Waterfall – Can co-exist – Helps produce the highest quality product – Helps achieve milestones and adhere to timelines Copyright 2011 LinkShare Corporation. All rights reserved. CONFIDENTIAL: FOR INTERNAL DISTRIBUTION ONLY 10
  • 12. Next Steps • 2012 Product Roadmap • Adapt this new approach to complex and time sensitive projects • Example: Global SAP Copyright 2011 LinkShare Corporation. All rights reserved. CONFIDENTIAL: FOR INTERNAL DISTRIBUTION ONLY 11
  • 13. Next Steps – Global SAP Rollout 2012 • Multiple Concurrent Projects Currently Underway • 2 Week Dev Sprints Agile • Quick response to change • Waterfall UAT and Regression Legacy System Integration Phase 1 LinkShare Rollout Global SAP Waterfall • Single Waterfall Project • Strict Change Control • All or Nothing Copyright 2011 LinkShare Corporation. All rights reserved. CONFIDENTIAL: FOR INTERNAL DISTRIBUTION ONLY 12