From RUP to Scrum in an Internet company - UOL
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This document discusses UOL's transition from the Rational Unified Process (RUP) methodology to Scrum. It describes how upper management was convinced to adopt Scrum by showing examples from other companies and explaining Scrum's benefits. The implementation involved training employees, starting pilot projects, and addressing impediments over multiple phases. Challenges included preparing backlogs and ensuring team dedication. Overall, the transition resulted in improved communication, more frequent deliveries, and almost all teams adopting Scrum.
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From RUP to Scrum in an Internet company - UOL
- 1. UOL Transition of development teams from RUP to Scrum October, 2010 Friday, November 5, 2010
- 2. UOL – www.uol.com.br • Brazilian portal created in 1996 – news, e-commerce, Internet access, e-mail and advertising • UOL is the largest portal written in Portuguese • The most visited portal in Latin America Friday, November 5, 2010
- 3. What is UOL? • 2.5 million of subscribers • 7 million of active mailboxes • 4.3 billion of page views • 75% reach of Brazilian Internet • Tens of scrum teams Friday, November 5, 2010
- 4. Why should we change from RUP to something else? • Do the business departments have a good relationship with you? • How much energy is wasted discussing requirements change instead of producing value? • Can you see the products being delivered easier as long as company invests more money to do them? Friday, November 5, 2010
- 5. Why Scrum? • I didn’t believe firstly • Mike Cohn session – SDWest • Book • Qcon nov/07 – Scrum master Training Friday, November 5, 2010
- 6. How the upper management was convinced to use scrum? • Giving examples in the same kind of business – Yahoo!, Google • Explaining the reasons why Scrum is considered business driven – Functional development – Short iterations – Product backlog prioritization Friday, November 5, 2010
- 7. How the upper management was convinced to use scrum? • Showing good pictures • Thks to gojko.net for the picture Friday, November 5, 2010
- 8. How the upper management was convinced to use scrum? Work Demo release Roadmap Planning Tasks Work Inspection Retro 2 weeks Friday, November 5, 2010
- 9. How the upper management was convinced to use scrum? Friday, November 5, 2010
- 10. How the upper management was convinced to use scrum? Friday, November 5, 2010
- 11. How Scrum was implemented? • Introduce people from other areas – Operation – Database – QA – Functional Manager – Financial, HR and Law Friday, November 5, 2010
- 12. How Scrum was implemented? • Start deep discussions with different groups separately before start – Operations – Developers – QA – Eligible scrum masters – Functional managers Friday, November 5, 2010
- 13. How Scrum was implemented? • Selection of consultancy – choose people that want to discuss real problems • SPRiNT iT (Andreas Schliep) Friday, November 5, 2010
- 14. How Scrum was implemented? • One of each project type in your company – UOL has 3 types • Choose between new systems and existing systems – Existing systems revealed more problems at UOL Friday, November 5, 2010
- 15. Know how to explain Read Friday, November 5, 2010
- 16. How Scrum was implemented? • Introductory training 1 day - 21 people – Different skills and roles • Eligible ScrumMasters • Business People • Developers • Webmasters • QA • Database Administrators and Developers • Operations Friday, November 5, 2010
- 17. Scrum Team Training Friday, November 5, 2010
- 18. Session with QA • QA part of team • User stories • Acceptance Tests • Automation • Agile test plan Friday, November 5, 2010
- 19. How Scrum was implemented? • Start as soon as possible – Prioritized Backlog (at least themes) – Vision – It’s not possible to resolve all the problems before starting – sometimes people don’t know they have problems • Scrum will demand improvements naturally – Better user stories – More efficiency in testing and delivering Friday, November 5, 2010
- 20. Sprint Planning todaOferta Friday, November 5, 2010
- 21. How Scrum was implemented? • Weekly meetings with upper management (ETC) • Scrum master group • List of common impediments • Scrum master of scrum masters Friday, November 5, 2010
- 22. Coaching Goals • Better communication • Focused development • Frequent value generation • Increased transparency • Productivity improvement Friday, November 5, 2010
- 23. Proposed Activities • Train all team members in Scrum basics • Work with the teams to create agile project plans • Coach the respective teams • Provide Certified ScrumMaster training Friday, November 5, 2010
- 24. Schedule Phase I -March Phase II - April Phase III - May Friday, November 5, 2010
- 25. Phase I - Results • Started PagSeguro, Atenas, todaOferta • Prepared RadioUOL, UOLHost • Discussed QA, usability and database development issues • Initiated ScrumMaster group • Performed 2 team trainings Friday, November 5, 2010
- 26. Phase I - Impediments • Backlog creation and prioritization • Missing automated acceptance tests • ITIL protocols slow down deployment Friday, November 5, 2010
- 27. Phase I - Impediments • People not 100% dedicated to team • Missing Company Backlog • Required ScrumMaster training • Collaborative work space setup Friday, November 5, 2010
- 28. Time for Deployment Friday, November 5, 2010
- 29. Phase II - Results • Started RadioUOL, Babel, PagSeguro • Prepared 5 others • Continued ScrumMaster group • Performed 2 team trainings • Scrum master training Friday, November 5, 2010
- 30. Sprint Planning RadioUOL Friday, November 5, 2010
- 31. Daily Scrum todaOferta Friday, November 5, 2010
- 32. Phase II - Impediments • Team not ready to start • Meeting room availability • Quality of backlog items • Controlling of Scrum projects unclear • Performance appraisals Friday, November 5, 2010
- 33. Phase III - Results • 2 Scrum for Executives sessions • 1 Agile Quality Management session • Continued ScrumMaster group • Prepared other project Friday, November 5, 2010
- 34. Phase III - Results • Started 3 others • Refined running teams • 2 Scrum Team Trainings Friday, November 5, 2010
- 35. Daily Scrums Friday, November 5, 2010
- 36. Sprint Retrospective uolMais Friday, November 5, 2010
- 37. Sprint Planning uolMais Friday, November 5, 2010
- 38. Scrum Team Training Friday, November 5, 2010
- 39. Task Board Babel • Evolution of practice • Vertical arrangement • Different colours for different types • Team calendar • Sprint Burndown Friday, November 5, 2010
- 40. Changes and Results • almost every team using scrum • Dedicated people to each team – most of times – Decrease of functional management – Keep the functional managers mentoring and defining standards • Better communication/relationship with business departments • ITIL Change Management Optimization – About 30 changes/week • Release Planning and Reporting • 2 or 3-week sprints Friday, November 5, 2010
- 41. Advices Get empowerment to change Friday, November 5, 2010
- 42. Advices Understand the whole product environment Friday, November 5, 2010
- 43. Advices Don’t accept excuses • No scrumbut • Empathy yes, complacence no • Know How to convince people Friday, November 5, 2010
- 44. Advices Keeping improving • SMG (one hour/week) • Agile engineering • Let everybody know that we can do it better Friday, November 5, 2010
- 45. Advices Announce Rules and Container (Mike Cohn) • best practices • don’t confuse them with micro management Friday, November 5, 2010
- 46. Advices Watch and protect the change • Anonymous poll • Ask the team, scrum masters and product owners – dont’t let the bad networking coming up • Start fast, but few environments (teams +contexts) • dodge already promised dates Friday, November 5, 2010
- 47. Thanks • Gabrielle Benefield • Andreas Schliep • Yahoo! people • UOL board of directors • UOL – courageous people Friday, November 5, 2010
- 48. Perguntas? Alexandre dos Santos, alexst@uol.com.br @alexmoitta Andreas Schliep, andreas.schliep@googlemail.com http://uol.com/trabalhe Friday, November 5, 2010
Editor's Notes
- We develop internet products such as webmail, authentication systems, biding systems, sponsored links applications. These applications must suport some hundreds of requests per second. We use mainly Java and Linux.
- In July of 2007 we ‘ve noticed it was time to look for something different than RUP. We had trouble with the project customers, we were not increasing the deliveries as long as we are increasing investments. So we’ve decided to try agile processes. We chose Scrum because it looked more prepared to deal with business people. Besides Yahoo and Google were using it, at least partially. And this was very important to us.
- I’ve decided to show to the upper management what it could be improved after some time studying scrum. I took care to say to them that scrum was not a silver bullet. Besides I told them if scrum did not work, we would have to continue using RUP. Any process is better than nothing.
- The first row is more likely rup projects. The second one is more lilkely agile projects. That was the picture that was more successful during the presentation. Business people said : OW!! I got it. That’s the thing we need. The president and CEO accepted.
- The first row is more likely rup projects. The second one is more lilkely agile projects. That was the picture that was more successful during the presentation. Business people said : OW!! I got it. That’s the thing we need. The president and CEO accepted.
- We decided to contract a consultancy, after the upper management accepted the idea of change. Experience is very important to change a big ship journey. The ship is already sailing. You need to take care of the ongoing operations and projects. We’ve discussed the proposal with Sprint-IT and it seemed that they were the right guys. Then we’ve picked up 3 projects to start. Each one having a differente type. Besides we’ve chosen between already deployed produtcts and new ones too. These choices made us to face different problems at the same time.
- Of course, you can’t forget reading books. They were very important to me to justify the framwework the way it is, without being a ruler. You know, people start to refuse and ask changes in scrum after some time. It was very good to me knowing the basics and say why not to change the framework. I started talking with focused groups presenting scrum and discussing the problems that the scrum change would bring to them.
- We decided to contract a consultancy, after the upper management accepted the idea of change. Experience is very important to change a big ship journey. The ship is already sailing. You need to take care of the ongoing operations and projects. We’ve discussed the proposal with Sprint-IT and it seemed that they were the right guys. Then we’ve picked up 3 projects to start. Each one having a differente type. Besides we’ve chosen between already deployed produtcts and new ones too. These choices made us to face different problems at the same time.
- We decided to contract a consultancy, after the upper management accepted the idea of change. Experience is very important to change a big ship journey. The ship is already sailing. You need to take care of the ongoing operations and projects. We’ve discussed the proposal with Sprint-IT and it seemed that they were the right guys. Then we’ve picked up 3 projects to start. Each one having a differente type. Besides we’ve chosen between already deployed produtcts and new ones too. These choices made us to face different problems at the same time.
- Of course, you can’t forget reading books. They were very important to me to justify the framwework the way it is, without being a ruler. You know, people start to refuse and ask changes in scrum after some time. It was very good to me knowing the basics and say why not to change the framework. I started talking with focused groups presenting scrum and discussing the problems that the scrum change would bring to them.
- Besides scrum master training, we organized scrum introduction with different roles inside each group. Andreas will explain this more detailed.