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Istvan Margetin: Agile Круглый стол Distributed Agile Development
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Distributed Agile
Development
Case studies of different setups and
techniques used
By István Margetin
2011 © EPAM Systems
2010 © EPAM Systems 2
Introduction
Istvan Margetin
Senior project manager
- Joined EPAM in 2002
- Specialized in agile accounts since 2007
- Member of the Agile Enthusiasts EPAM community
- Stakeholder of #9
2010 © EPAM Systems 3
Summary5
Case study: Hotels.com4
Case study: Fitch Ratings3
Case study: Screwfix2
The challenge1
Agenda
2010 © EPAM Systems 4
The Challenge
Manifesto for Agile Software Development
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
http://agilemanifesto.org/
2010 © EPAM Systems 5
Summary5
Case study: Hotels.com4
Case study: Fitch Ratings3
Case study: Screwfix2
The challenge1
Agenda
2010 © EPAM Systems 6
Screwfix The customer
Screwfix Direct
Screwfix Direct is the fastest growing company in Kingfisher plc, a FTSE 100 Global “Home Improvement” retailing group (B&Q, BricoDepot, Castorama, Hornbach, Screwfix) with $18bn annual sales.
Screwfix sell online (100K parcels dispatched weekly) and through over 140 retail trade counters. They sell tools, fixtures and fittings to the home and trade markets.
2010 © EPAM Systems 7
Screwfix Project Vision
Project vision
Screwfix was looking to change both its development approach and step change its existing legacy systems into a platform that is robust and scalable for the future.
The existing architecture couldn’t keep up with the business growth in processing capacity. Demands for new functionality required process changes to increase the speed of delivery.
2010 © EPAM Systems 8
Screwfix Locations involved
Now
Yeovil – Management, Business stakeholders,
Reduced BA & TA team, 1 development triplet
Kiev – Scrum masters, Development team
2007-2010
Yeovil – Management, Business stakeholders, BA
& TA team, development team
Budapest – development team
Kiev – development team
2010 © EPAM Systems 9
Screwfix Agile rollout 1/2
• An Agile coaching programme was applied across the single (Screwfix & EPAM) team. The coaching and education investment was made in all team members (regardless of organisation).
• Screwfix implemented a staged approach to the Agile and XP roll-out to ensure both developers and the business completed the journey.
• Commited to the vision of ‘one development community, regardless of employer’
• Started with very heavy EPAM onsite presence (30+), whichgradually decreased and got replaced by frequent visits inboth directions
2010 © EPAM Systems 10
Screwfix Agile rollout 2/2
Agile & XP JourneyTest Driven
Development
Compulsory Pair Programming
Daily Stand Up Meetings
Show and Tells
Retrospectives
Iteration ZeroAutomated Acceptance
Testing
Continuous Integration
Comparative Estimation
Voluntary Pair Programming
Constant Retrospection, Process refining and PlanningXP Programming Contest
June 2007 Dec 2007 June 2008 Dec 2008 June 2009 Dec 2009 June 2010
Planning meetings
Pomodoro
2010 © EPAM Systems 11
Screwfix Development model
Screwfix Project Manager
Off Shore Project Co-ordinator
Dev QA
Dev
Dev QA
Dev
On Site Project Co-ordinator
Dev QA
Dev
Screwfix Programme Manager
Dev QA
DevDev QA
Dev
Informal Communication
as necessary
Screwfix Project Manager
Dev
QA
Dev
Off Shore Project Co-ordinator
Dev
QA
Dev
Dev
QA
Dev
On Site Project Co-ordinator
Dev
QA
DevD
ev
QA
Dev
Dev
QA
Dev
Informal Communication as necessary
Screwfix Project Manager
Dev
QA
Dev
Off Shore Project Co-ordinator
Dev
QA
Dev
Dev
QA
Dev
On Site Project Co-ordinator
Dev
QA
DevD
ev
QA
Dev
Dev
QA
Dev
Informal Communication as necessary
•Resources are planned in “Triplets” – 2 x Developer + 1 x Tester•On shore co-ordinators can be Screwfix or EPAM resources•Each co-ordinator has 2-4 triplets depending on project.•Offshore triplets are entirely EPAM•Proportions of Offshore and Onshore Triplets change with projects.
2010 © EPAM Systems 12
Screwfix Tools
• Our Strategy – To open as many communication channels as possible, build and encourage relationships and let the teams decide how they prefer to communicate.
Dedicated fixed
VPN between
Screwfix and EPAM
IP Phone Systems
Linked
Chat Rooms
Enabled
2010 © EPAM Systems 13
Screwfix The results
2010 © EPAM Systems 14
Summary5
Case study: Hotels.com4
Case study: Fitch Ratings3
Case study: Screwfix2
The challenge1
Agenda
2010 © EPAM Systems 15
Fitch Ratings The customer
Fitch Ratings
Dual-headquartered in New York and London with 50 offices worldwide, Fitch Ratings is a global rating agency providing rating, credit opinions, research and data. Fitch Ratings’ global expertise draws on local market knowledge and spans across the fixed-income universe.
Fitch Solutions
Since 2008, Fitch Solutions has offered a range of comprehensive data, analytical tools and risk services to fixed-income investors and other market participants. The firm also distributes Fitch Ratings' credit ratings, research and data through a variety of platforms. Product offerings cover research services, risk and performance analytics, structured finance solutions, pricing and valuation services, quantitative analytics and training.
Fitch Ratings and Fitch Solutions are part of the Fitch Group, a majority-owned subsidiary of Fimalac, S.A., headquartered in Paris, France.
2010 © EPAM Systems 16
Fitch Ratings Project vision
The Vision
Fitch Ratings was looking to develop and roll-out a common platform for their local websites, and in time port the global website over as well. Their existing systems lacked centralization and didn’t support report distribution and translation, neither single sign-on for customers of both local and the global sites.
The Japanese site was selected as a candidate to pilot the project, built on top of the Tridion SDL content management system. Existing reports were to be automatically imported from the global website, offered for translation based on a complex workflow. Also customer accounts were shared between the global website and the Tridion platform.
2010 © EPAM Systems 17
Fitch Ratings Locations involved
Chicago – Development team
New York – Fitch Management
London – Fitch Management
Budapest – Epam Management
Lviv – BA & TA team, Development team
Tokyo – Business stakeholders
2010 © EPAM Systems 18
Fitch Ratings Agile processes
Fitch Solutions already had an established agile process, that we
tailored to the project’s needs based on Epam’s experience and the
geological constraints
2 week iterations
Planning games
Sprint reviews
Daily Stand-ups
Retrospectives
2010 © EPAM Systems 19
Fitch Ratings Tools
Dedicated fixed
VPN between Fitch
Ratings and EPAM
2010 © EPAM Systems 20
Fitch Ratings The results
2010 © EPAM Systems 21
Summary5
Case study: Hotels.com4
Case study: Fitch Ratings3
Case study: Screwfix2
The challenge1
Agenda
2010 © EPAM Systems 22
Hotels.com The customer
Hotels.com
As a member of the Expedia Inc. family of companies, Hotels.com is one of the largest retailers of travel on the Internet.
2010 © EPAM Systems 23
Hotels.com Project vision
Project vision
Epam took the project over from a previous provider in July, 2007. After half a year, the team started working on delivering brand new features. We are working on continuously improving the website, delivering internal tools for administration and maintenance activities and recently started implementing Hotels.com’s mobile strategy, the results of which are a mobile optimised website, an iPhone and an android native application so far.
2010 © EPAM Systems 24
Hotels.com Locations involved
London – Management, Business stakeholders,
BA & TA team
Budapest – BA & TA team, Development team
Szeged – Development team
2010 © EPAM Systems 25
Hotels.com Agile processes 1/2
• Started as a waterfall project with a resource pool forming new projects on demand
• Time to market with new features was a challenge• Shorter development and release cycle was required,
• Without comprimising quality
• Scrum was piloted on 2 teams, and rolled out in January 2010
• Moved to a full scrum environment by now with 10 established scrum teams and 5 supporting teams, each having dedicated Scrum Masters and Product Owners, separate backlogs and clear ownership of functional areas
2010 © EPAM Systems 26
Hotels.com Agile processes 2/2
Continuous integration environment has been established with high
automated test coverage both on the unit test and on the end-to
end test level to support quality (“fail fast”)
2010 © EPAM Systems 27
Hotels.com Tools
Dedicated fixed
VPN between
Hotels.com and EPAM
Frequent travels
2010 © EPAM Systems 28
Hotels.com The results
2010 © EPAM Systems 29
Summary5
Case study: Hotels.com4
Case study: Fitch Ratings3
Case study: Screwfix2
The challenge1
Agenda
2010 © EPAM Systems 30
Summary Key items to make distributed agile a
success 1/2
Technology – Set the teams up for success
• The teams on all locations should have access to the same resources
• Shared calendars
2010 © EPAM Systems 31
Summary Key items to make distributed agile a
success 2/2
Communication – Trust & Respect
• Building trust between the teams, especially between customer and offshore partner is essential. Once built, trust also needs to be maintained!
• Schedule frequent travels, to both directions
• Each location should have an equal voice
Thanks
for Your Attention
EPAM Systems — Distributed Agile Development
By
István Margetin
Senior Project Manager
Budapest office, Budapest, Hungary
EPAM Systems
41 University Drive, Suite 202 | Newtown, PA 18940
p: +1 267 759 9000 | f: +1 +1 267 759 8989 | e: info@epam.com | w: www.epam.com
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