19 octubre, 2014

Sesión (50′) – Our Agile transformation at eBay Enterprise – Fabio Frascella – English

BEFORE WE STARTED

  • Departments and silos
  • Traditional waterfall approach to software development
  • Platform with high maintenance cost
  • Manual testing of new feature and regression test
  • No code quality metrics

OUR LAST NINE MONTHS
SCRUM TEAMS

  • Four self-organized teams
  • Two product teams
  • Two services teams
  • Addressing the immediate project pipeline needs and maintaining productivity during the change
  • Building long term product vision
  • One Product Owner per team, internally selected

KAIZEN TEAM

  • Kaizen Team
  • Team Vision: Optimize the ROI of clients by driving productivity in a lean organization which promotes open and honest conversation and a joint responsibility for continuous improvement
  • Role of the Kaizen Product Owner
  • Two Scrum Masters for four scrum teams
  • Teamwise part-time dedicated to allow focus on process
  • Fosters the practice of facilitation and coaching on different teams
  • Drive continuous improvement initiatives

PRODUCTS AND VISION

  • Initial product definition
  • Front End component
  • Back End Component
  • Integration with external services
  • Hybrid model for team focus (component / feature / project)
  • Dependencies
  • Not always clear what we called a product and a product team
  • Long term vision vs. short term delivery

ORGANIZATIONAL CHANGES

  • Reporting lines changes
  • From Managers to Tribe Leaders
  • Peer feedback experiment
  • Employees goals aimed to foster collaboration

NEW TECHNICAL PRACTICES

  • Fostering craftsmanship excellence through communities of practice, Lunch’n’Learn and Reading Clubs activities
  • New tools aimed to drive continuous integration and code quality

CHALLENGES

  • IT Operations integration within scrum teams and DevOps culture
  • Unified backlog among different tools and PMO visibility on project progress
  • Long term product vision, feature teams and domain specialization
  • Tactical interdependencies among teams
  • Change management
  • Managerial tasks ownership
  • Holidays
  • Hardware renovation
  • Expense approval
  • People development (appraisals, trainings, etc.)

THE FUTURE
SELF ORGANIZED TEAMS AND LEAN ORGANIZATION

  • Deal with the current challenges
  • Move toward Feature Teams
  • Welcome a new Scrum Master
  • Deal with the current challenges
  • Coaching Product Owners
  • Coaching Agile Managers / Tribe Leaders

CONTINUOUS INTEGRATION AND ONE DAY RELEASE

  • Leaner self-organized teams and organization
  • Deal with current challenges
  • Coaching Tribe Leaders / Agile Managers
  • Coaching Product Owners
  • Coaching the rest of the Organization
  • Move towards Feature Teams
  • Keep working toward Continuous Integration
  • Improve code quality metrics
  • Shorten Regression Test through automation
  • Automate environment syncing tasks

 

Autor: Fabio Frascella