Maintaining lean and agile principles in a fixed date/budget/scope project
•Download as PPTX, PDF•
1 like•116 views
The document outlines the agenda for an evening networking event hosted by Corecom Consulting. The schedule includes an introduction, two keynote speakers on maintaining agile principles in fixed projects, a buffet and refreshments, and three lightning discussion topics on attractive IT benefits, creating agile client relationships, and security/GDPR preparation. The event aims to provide networking, presentations, and discussions relevant to IT professionals.
More Related Content
What's hot
What's hot (17)
Similar to Maintaining lean and agile principles in a fixed date/budget/scope project
Similar to Maintaining lean and agile principles in a fixed date/budget/scope project (20)
More from Corecom Consulting
More from Corecom Consulting (20)
Recently uploaded
Recently uploaded (20)
Maintaining lean and agile principles in a fixed date/budget/scope project
- 2. Schedule for this evening ● 6.00pm – Networking ● 6.30pm - Welcome and Introduction:Jonathan Sanderson, Managing Director at Corecom Consulting ● 6.35pm – Keynote Speakers: Simon Roberts, Principal Consultant at Infinity Works Consulting and Joe Ellis, Product Manager – Free To Play Games at Sky Betting & Gaming ● 7.10pm - Buffet and Refreshments ● 7.40pm – Discussion topics ● 8.15pm - Networking www.corecomconsulting.co.uk
- 3. Simon Roberts Infinity Works Consulting Joe Ellis Sky Games Maintaining lean and agile principles in a fixed date/budget/scope project
- 5. 7 races from a day’s horse racing… Pick the 7 winners of the 7 races… Win the £100,000* jackpot… …Become a loyal and valuable Sky Games customer!
- 6. January 2015: • Sky Games establish Pick 6, a free to play game, with the Sporting Life brand. • Solution provided by a third party, Sky Games put up a £10,000 jackpot. • Steadily builds up to around 10,000 players per week. Time Why? February 2016: • Opportunity to partner with Channel 4 on their terrestrial racing coverage. • Pick 6 re-branded to Channel 4 Pick 6. • TV exposure quickly builds user base: 400% growth in weekly users from February launch to Cheltenham Festival Day 1 in March December 2016 • Channel 4’s deal to broadcast racing comes to an end. ITV take over the rights. • Due to success with Channel 4, the opportunity remained clear • Game concept increased to Pick 7 to enable larger jackpot of £100,000, and agreement struck with Infinity Works to re-invent the game to drive product quality.
- 7. #1 Horse Racing game in the market Why • Existing supplier in Dublin outsourcing dev to Ukraine… • Existing supplier conflict of interest… • Maximise the FTP horse racing opportunity – the challenge begins now…
- 8. The mission… Rebuild it in time for Cheltenham. (please) • Rebuild the thing – like for like but better • Migrate the service • Ensure no degradation of experience to user Err… let me come back to you
- 9. 2-Week Inception… • PoC – Calc Engine / Leaderboard – Will it scale? Does the software architecture work? • PoC - Identify external dependencies and mechanics – PA Feed analaysis, SkyBet feeds and MyAccount • HOW - Identify the technical challenges • HOW - Derive a development approach • HOW – Estimates and Timeline • WHAT - Identify the mainline use cases • WHAT - Identify the state model • WHAT - Identify a component architecture and data model • WHAT - Identify the edge cases
- 15. …that’s not possible. Error - HTTP/400 Bad Request • With the fixed budget, fixed scope and the fixed timescale, frankly, it can’t be done.
- 16. …So what did we do? • Back to zero What is the fundamental user goal we need to cater for? Ruthlessly prioritise, communicate, and mitigate. What will prevent us from going live? User-centric scope Initial ‘Must’s now candidates for de-scoping • Private league ‘Admin’ functionality • Low traction betting components • Extraneous homepage data • Race/runner commentary • Game admin capabilities • Certain user game data
- 17. The Plan …. Tracking: - Weekly goals agreed as a team on Monday and tracked daily - Weekly status note - Weekly Epic board review and adjust
- 18. …So what did we do? • Back to zero • De-risk the deadline What is the fundamental user goal we need to cater for? Ruthlessly prioritise, communicate, and mitigate. What will prevent us from going live? User-centric scope Get something in production, then layer No Cheltenham, no party
- 21. …So what did we do? • Back to zero • De-risk the deadline • Team buy-in What is the fundamental user goal we need to cater for? Ruthlessly prioritise, communicate, and mitigate. What will prevent us from going live? User-centric scope Get something in production, then layer No Cheltenham, no party Maximise throughput Whinney Hoofston; horse racing “knowledge” sessions, games, daily trivia and terrible tips
- 24. …So what did we do? • Back to zero • De-risk the deadline • Team buyin What is the fundamental user goal we need to cater for? Ruthlessly prioritise, communicate, and mitigate. What will prevent us from going live? User-centric scope Get something in production, then layer No Cheltenham, no party Maximise throughput Educational sessions, games, daily trivia and terrible tips • Rapid Delivery Lean process; continuous delivery; immediate feedback; embrace uncertainty
- 25. • AWS Hosting • Infrastructure as code – rapid setup, repeatable, strong audit and traceability • Avoid external team dependencies and constraints • Leverage managed services – RDS, S3, EC2 • Docker in local dev, test, and prod Rapid, Repeatable, Delivery….
- 26. • AWS Hosting • Infrastructure as code – rapid setup, repeatable, strong audit and traceability • Avoid external team dependencies and constraints • Leverage managed services – RDS, S3, EC2 • Docker in local dev, test, and prod • Full-stack team • No front-end vs back-end arguments • Develop it, build it, deploy it, run it, fix it • Integration test coverage Rapid, Repeatable, Delivery….
- 27. • AWS Hosting • Infrastructure as code – rapid setup, repeatable, strong audit and traceability • Avoid external team dependencies and constraints • Leverage managed services – RDS, S3, EC2 • Docker in local dev, test, and prod • Full-stack team • No front-end vs back-end arguments • Develop it, build it, deploy it, run it, fix it • Integration test coverage • Component Micro-service architecture • Divide the problem space • Separation of concerns • Enable parallel development Rapid, Repeatable, Delivery….
- 28. • AWS Hosting • Infrastructure as code – rapid setup, repeatable, strong audit and traceability • Avoid external team dependencies and constraints • Leverage managed services – RDS, S3, EC2 • Docker in local dev, test, and prod • Full-stack team • No front-end vs back-end arguments • Develop it, build it, deploy it, run it, fix it • Integration test coverage • Component Micro-service architecture • Divide the problem space • Separation of concerns • Enable parallel development • Continuous delivery • Release individual stories • Merge as late as possible • Fully automated test data – local dev and test no surprises • Automated end-to-end regression testing Rapid, Repeatable, Delivery….
- 31. So did we make it? Yes!(just about)
- 32. Benefits • Feedback loop Improved speed to test, iterate, release Benefit of this during project, establishes PO/dev team relationship for post-launch
- 33. Benefits • Feedback loop Improved speed to test, iterate, release Benefit of this during project, establishes PO/dev team relationship for post-launch • Lasting throughput Team remain bought-in; easily aligned with vision and roadmap High velocity, pride in work
- 34. Benefits • Feedback loop Improved speed to test, iterate, release Benefit of this during project, establishes PO/dev team relationship for post-launch • Lasting throughput Team remain bought-in; easily aligned with vision and roadmap High velocity, pride in work • Conversion & engagement Faster, smoother experience = happier users Highly performant base to build upon Data ownership: empowered marketing and social teams
- 35. Key learnings • Delivery date is start, not end! Be ruthless with scope; allow a post-launch roadmap – chase success, not our tail Re-prioritise: not necessary for launch, so is it necessary at all? Embrace the learning opportunity in starting afresh; recalibrate your understanding of the product and its users
- 36. Key learnings • Delivery date is start, not end! Be ruthless with scope; allow a post-launch roadmap – chase success Re-prioritise: not necessary for launch, so is it necessary at all? Embrace the learning opportunity in starting afresh; recalibrate your understanding of the product and its users • Developers are people too Encourage curiosity, participation, and education Client/supplier relationship needn’t be a barrier It’s not a software factory!
- 37. Key learnings • Delivery date is start, not end! Be ruthless with scope; allow a post-launch roadmap – chase success Re-prioritise: not necessary for launch, so is it necessary at all? Embrace the learning opportunity in starting afresh; recalibrate your understanding of the product and its users • Developers are people too Encourage curiosity, participation, and education Client/supplier relationship needn’t be a barrier • Peer relationship Trust that all parties want to be successful and respect expertise Applies to the macro and micro: between Sky Games and IWC, and between PO and dev team Ability to focus on delivery rather than commercials It’s not a software factory!
- 38. Questions… Thank you for having us!
- 42. Lightning Discussion 1: “What is seen as the most attractive benefits that make IT professionals join your business?” Tim Craven, Equiniti Pancredit www.corecomconsulting.co.uk
- 43. Lightning Discussion 2: “How do we create agile relationships with clients - to get them to work in an agile way?” Ian Merlino, Sandstone Technology www.corecomconsulting.co.uk
- 44. Lightning Discussion 3: “Security and GDPR - how prepared are you?” Jonathan Jacobs, spireMinds www.corecomconsulting.co.uk