This document summarizes the transformation of an engineering team from 2014 to 2016 through the adoption of agile practices. It describes the team prior to 2014 as loosely organized, lacking processes and collaboration. It then outlines the implementation of scrum, the formation of agile teams, and improvements in areas like quality and reporting. The document presents a maturity model for agile transformation with 5 levels from fundamentals to self-managing teams. Examples of changes made at each level are provided.

1. From Zero to Agile the Right Way

2. The Conjoined Triangle of Success
(Now Taught in Business School)

3. Granicus Engineering Team
Prior to the K1 Acquisition (~2014)
• 40+ Engineers
• 3+ Geographies
• Loosely organized by Geo &
Tech
• No Centralized Process
• Cowboy Coding
• No Technology Roadmap
• No Product Roadmap
• Minimal Collaboration
• Decision Making?
• No Reporting
• Minimal Dev Ops Support
• Interruption By Design
• Irregular Release Cadence
• Lack of Acountability
• Serious Stability Issues
(Releases)
“If you haven’t fallen off a horse…then you haven’t been riding long enough.”

4. JUNE 27, 2016 4
• Mature Scrum Process
• 22 Sprints/Production Releases
• 6 Agile Teams
• Avg.~125 “issues” complete per
sprint
• Definition of Done
• Definition of Ready
• Emphasis on Quality
• Reporting and Analytics
• Product Roadmap
• Technical Roadmap per product
• Technical Leads per Team
• Tech. Leadership Councll
• Scrum Master per Team
• SoS’s
• DevOPs / UX per Team
Granicus Engineering Team
2016 - A Year of Quality and Collaboration
“What you know you can't explain, but you feel it. You've felt it your entire life, that there's
something wrong with the world. You don't know what it is, but it's there, like a splinter in your
mind, driving you mad.” - Morpheus

5. JUNE 27, 2016 5
Granicus Engineering Team
Industrial Revolution - 2014 thru 2016
• August 2014 - K1 Acquires Granicus
• September 2014 – New CEO Jason Fletcher is Announced
• September 2014 – Relocation to Denver, CO is Announced
• November 2014 – Denver Office is Opened (and Empty)
• December 2014 – Engineering Manager is Hired
• December 2014 - Hiring for Engineering Team Begins
• December 2014 – K1 Acquires AMCAD – Onboarding complete March 2015
• January 2015 – Engineering Kickoff is Held (Process Reboot)
• February 2015 – First Sprint Starts (3 Agile Teams)
• October 2015 – K1 Acquires Civica – Onboarding Complete December
16 sprints (3 weeks), 15 Releases (we skipped Xmas)
~ 40 Engineering Hires
Minimal Disruption to Core Business
Visible / Measurable Improvements to Process, Product Quality, Customer
Sentiment

6. JUNE 27, 2016 6
Agile Transformation
A Maturity Model
Top-Down Support &
Commitment
Engineering – Tools/PracticesBuild the Right Team
Self-Commitment, Empowerment & Servant Leadership
Create an Inspect & Adapt Culture
Prioritize Quality, Consistency and Reliability
Mature, Self Managing Teams

7. JUNE 27, 2016 7
Level 1
The Fundamentals
Top-Down Support &
Commitment
Engineering – Tools/PracticesBuild the Right Team
• Chickens & Pigs
• Strong Leaders (By
Example)
• TPLE
• Smart & Get Things Done
– Joel Spolsky
• Company Values
• Team Values
• Culture
• Its NOT about the $$ (or it
shouldn’t be)
• Don’t Fear Mistakes
• Trust in the Team
• Trust in the Process
• Don’t Fear “the Curve”
• Willing to Invest
• Oversight
• Source Control
• Branching/Release
Strategy
• Continuous Integration
• Build /Deployment
Automation
• Feedback/Notification
Tools
• Static Analysis
• Test Plan Management
• Test Automation
• Regression Testing
• Performance Testing

8. JUNE 27, 2016 8
Level 2
Commitment, Empowerment & Leadership
Self-Commitment, Empowerment & Servant Leadership
• Definition of Done
• Definition of Ready
• Team Rules
• Sprint Planning
• Sprint Review
• DWYSYWD
Self Commitment
• Hold anyone
Accountable
• Anyone Can Say “No”
• “Good” Retrospectives
• Incentivize PiP
Empowerment
• Protect The Team
• Interruption
• Priority Thrash
• Distraction
• Hold Teams/Individuals
Accountable
• “How Can I Help”
• What Could we Be Doing
Better?
• Take Action
• Mentorship
Servant Leadership

9. JUNE 27, 2016 9
Level 3
An “Inspect and Adapt” Culture
Create an Inspect & Adapt Culture
Has Your “Definition of Done” Changed?
Have Your Team Rules Changed?
Do You “Think” You have a Problem? Measure it.
When Has “Something Actionable” come out of a Retrospectives?
What are You Measuring? What Can You Measure?
Are You ACTUALLY Implementing Change?
Not afraid to experiment.

10. Changes we’ve made along the way
Team/Process Changes 2014-Now
• More Tightly Managing “Sprint
Done”
• Standardize Dev/QA workflow –
Environments, GitHub, etc.
• Legistar CI / Release Process
• Engineering Review/Design Prior to
Sprint Planning
• Code Climate Scores
• DevOps Support
• Increasing Capacity Planning %’s–
• Team/Collaboration Sites
• Backlogs Ready for Planning Week
• DevOps Resource For Each Team
• New Environments (Development,
Staging)
• Scrum Masters for Each Scrum
Team
• Customer Care Support and
Escalations Process
• Realigned Release Cadence
• Systems/Process automation &
integration
• Customized JIRA Workflows /
Screens
• Standardize Release Activities
• Release Notes Process
• Technical Lead for Each Team

11. JUNE 27, 2016 11
Level 4
Quality, Consistency & Reliability
Prioritize Quality, Consistency and Reliability
• How do you Define Quality?
• How do You Measure Quality?
• Accuracy vs. Precision
• How Worried are you on Release Night?
• Mature Your Metrics

12. How Do We Define Quality?
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13. JUNE 27, 2016 13
Example Scorecard
Product: Legistar
Security: 8.2
Usability: 7.8
Reliability: 4.8
Performance: 7.0
Security Usability
Reliability Performance

14. STRICTLY CONFIDENTIAL
Product Backlog – Issue Ratings
• 48 Ratings
• 110 issues > ~45%
completion Rate
• 68 Reviewable Issues >
~71% Rate
• Average Rating of 4.1
(previous 3.8)
• Rating Scale
• 5 – Excellent
• 4 – Good
• 3 – Decent
• 2 – Pretty Bad
• 1 - Awful
“1. Should have had mockups and design input before the
ticket was put into the backlog.
2. Needed more descriptions, "make it look like the other
page" is not enough.
3. Should have had COA for the counts on vacancies.
(Count for vacancies with details, grouped vacancy counts,
term ending soon count).”
“Referred back to another bug, no specific data on where
to look. This was actually already fixed in production, so
should not have even made it into the sprint. ”
“Story was not written to reflect what PM wanted.
Couldve been broken down better(Item title could have
been one story, agenda sections another, etc). No list of
fonts not provided. Never went over what should
displayed on the agenda cards. What should be sent to
other services(mema, emails). UX Changed COA to
include new criteria that added complexity without a lot of
value”

15. STRICTLY CONFIDENTIAL
0%
20%
40%
60%
80%
100%
Product
Ownership
Health
PI/Release
Health
Sprint
Health
Team
Health
Technical
Health
White Team Sprint 21
0%
20%
40%
60%
80%
100%
Product Ownership Health
Release Health
Sprint HealthTeam Health
Technical Health

16. JUNE 27, 2016 16
Level 5
Mature, Self-Managing, Self-Organizing Teams
Mature, Self Managing Teams
Team Knows the process better than you do
Change happens without you
Mentorship Happens without you
X-Team and Department Level Collaboration
Truly Cross Functional (UX, DEV, DevOPS, PM)
Consistency – Technology & Standards
Change Always Drives Efficiency

17. JUNE 27, 2016 17
Agile Transformation
A Maturity Model
Top-Down Support &
Commitment
Engineering – Tools/PracticesBuild the Right Team
Self-Commitment, Empowerment & Servant Leadership
Create an Inspect & Adapt Culture
Prioritize Quality, Consistency and Reliability
Mature, Self Managing Teams

18. Thank You !
Questions?