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How we do agile without saying the word 'scrum' Roy Emek VP R&D B2B Data Exchange
Presentation goal Get you out in time for lunch
Who we are Informatica World #1 independent provider of Data Integration software 4,200 customers, including 87% of Dow Jones $650M annual revenue in 2010 B2B business unit Based on an acquisition in Israel in 2006 (ItemField) ~65 employees US, Tel Aviv, The Netherlands, India Including Marketing, PM, Dev, QA, UX, Doc 3 products
What did we want to achieve? Maximize ROI Improve measurement and visibility  as a tool to improve effectiveness Predictability Reduce waste Streamline PM / R&D interface
Why Kanban? We chose Kanban over scrum because: Distributed teams Produces more data A more naturally learning process (Kaizen) More focus on the entire value stream It sounded way more cool
Story hierarchy Iteration story Minimally Marketable Feature (MMF)
Kanban board Story: As a Kanban practitioner, I need to build a Kanban board so that I can manage, visualize, and track my development process Distributed teams  electronic Kanban board
Kanban boardDesign A lane per: Epic / MMF?  Team? One board vs. a release board and a ‘work board’ Bottom line: different boards for different teams
Kanban boardAs a Learning mechanism The Kanban board visualizes the process Learning  changes to the process  changes to the board
Data
DataCumulative flow diagram, velocity Learning: distinguish ‘in’ and ‘stretch’ Re-scope Concreteplan In flux
DataWork in progress QA Bottleneck
DataProcess control chart Indicates predictability Learning: identify last mile MMFs / epics Days per pts MMF MMF End time
DataInvestment over the last 6 months Chris (team member): why do we have to do support all the time? Tony (boss): why do you have to whine all the time? Show me some real data!
Teams
TeamsCross-geo We started with distributed feature teams Cross-geo, over-the-phone daily meetings It just didn’t work The daily is perceived as one of the main rituals of agile Bad daily  negative impact on the perception of agile in the team
Geo I – team I TeamsCross-geo: workable models Geo II – team II Daily Geo I Geo II Team lead / proxy Geo II – ‘junior’ Geo I – ‘senior’ Team lead Moderator / scrum master Arch.
TeamsCreating a sense of urgency Kanban  continuous flow No iterations No deadlines (other than release deadlines) Challenge: creating a sense of urgency and commitment in the teams Our approach Weekly team commitment (scrum like)
Three lessons Kanban board: it’s very important; Start first, shape it later Don’t drop iterations (and deadlines) Data, data, data
One more thing …
FedEx day An opportunity for everybody to propose new initiatives and ideas  Source: Atlassian Anything that brings value Same day delivery Preferred mode: prototype Fun
Questions?  Either now or catch me over lunch

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Roy Emek Informatica - How we do Agile without saying the word 'Scrum'

  • 1. How we do agile without saying the word 'scrum' Roy Emek VP R&D B2B Data Exchange
  • 2. Presentation goal Get you out in time for lunch
  • 3. Who we are Informatica World #1 independent provider of Data Integration software 4,200 customers, including 87% of Dow Jones $650M annual revenue in 2010 B2B business unit Based on an acquisition in Israel in 2006 (ItemField) ~65 employees US, Tel Aviv, The Netherlands, India Including Marketing, PM, Dev, QA, UX, Doc 3 products
  • 4. What did we want to achieve? Maximize ROI Improve measurement and visibility  as a tool to improve effectiveness Predictability Reduce waste Streamline PM / R&D interface
  • 5. Why Kanban? We chose Kanban over scrum because: Distributed teams Produces more data A more naturally learning process (Kaizen) More focus on the entire value stream It sounded way more cool
  • 6. Story hierarchy Iteration story Minimally Marketable Feature (MMF)
  • 7. Kanban board Story: As a Kanban practitioner, I need to build a Kanban board so that I can manage, visualize, and track my development process Distributed teams  electronic Kanban board
  • 8. Kanban boardDesign A lane per: Epic / MMF? Team? One board vs. a release board and a ‘work board’ Bottom line: different boards for different teams
  • 9. Kanban boardAs a Learning mechanism The Kanban board visualizes the process Learning  changes to the process  changes to the board
  • 10. Data
  • 11. DataCumulative flow diagram, velocity Learning: distinguish ‘in’ and ‘stretch’ Re-scope Concreteplan In flux
  • 12. DataWork in progress QA Bottleneck
  • 13. DataProcess control chart Indicates predictability Learning: identify last mile MMFs / epics Days per pts MMF MMF End time
  • 14. DataInvestment over the last 6 months Chris (team member): why do we have to do support all the time? Tony (boss): why do you have to whine all the time? Show me some real data!
  • 15. Teams
  • 16. TeamsCross-geo We started with distributed feature teams Cross-geo, over-the-phone daily meetings It just didn’t work The daily is perceived as one of the main rituals of agile Bad daily  negative impact on the perception of agile in the team
  • 17. Geo I – team I TeamsCross-geo: workable models Geo II – team II Daily Geo I Geo II Team lead / proxy Geo II – ‘junior’ Geo I – ‘senior’ Team lead Moderator / scrum master Arch.
  • 18. TeamsCreating a sense of urgency Kanban  continuous flow No iterations No deadlines (other than release deadlines) Challenge: creating a sense of urgency and commitment in the teams Our approach Weekly team commitment (scrum like)
  • 19. Three lessons Kanban board: it’s very important; Start first, shape it later Don’t drop iterations (and deadlines) Data, data, data
  • 21. FedEx day An opportunity for everybody to propose new initiatives and ideas Source: Atlassian Anything that brings value Same day delivery Preferred mode: prototype Fun
  • 22. Questions? Either now or catch me over lunch