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Inthinc’s Agile History [2013] Levi Sorenson Director of Project Management.

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Presentation on theme: "Inthinc’s Agile History [2013] Levi Sorenson Director of Project Management."— Presentation transcript:

1 inthinc’s Agile History [2013] Levi Sorenson Director of Project Management

2 Copyright © 2013 inthinc Technology Solutions, Inc. All Rights Reserved. Includes confidential information. Who Is inthinc?  Based in Utah  Started in 1999  Safety Focus  Hardware, Software, Firmware  Global Install base of 50,000 devices in:  US & Canada  South America  Africa  Europe  Australia & New Zealand Page  2

3 Copyright © 2013 inthinc Technology Solutions, Inc. All Rights Reserved. Includes confidential information. Products  Portals  GAIN  My.inthinc.com  waySmart 820  MCM (UClinux)  2.4 and 2.6 Kernel  TouchScreen (Windows CE)  HandHeld (.Net Micro)  tiwiPro  (Open AT)  waySmart 850  IVMM (Android)  HMI (Android) Page  3

4 Copyright © 2013 inthinc Technology Solutions, Inc. All Rights Reserved. Includes confidential information.  Reasons for becoming agile  Wanted to do more with less  Desire to move fast and increase quality  Release predictability  Discussion points  Brief Overview of inthinc’s Agile History  What has helped us be successful?  Implementing Physical Kanban  Contractors and Outsourcing *  Killing Sprints  Killing Release Planning  Why Agile works for Hardware  What would we have done different? Page  4

5 Copyright © 2013 inthinc Technology Solutions, Inc. All Rights Reserved. Includes confidential information. inthinc  2006  Waterfall & project plans.  Firmware and software releases are frequent and small.  Every release requires heroics from the whole team.  10 people in Development including test.  2007  Growing pains, lots of heroics, very little process.  Merged with our hardware manufacturing partner.  Standups held frequently but not consistently (Always cross functional).  Small teams, including a dedicated test team people in R&D. Page  5

6 Copyright © 2013 inthinc Technology Solutions, Inc. All Rights Reserved. Includes confidential information. inthinc  2008  Quick growth in R&D  Moved to a bigger building  50 people in R&D 3 Project Managers 1 Product Owner  Trying to build predictability with extra process  PRD's, MRD, Gate Sign offs. Very PEMBOK  2009  Agile adoption on 1 team for 1 large project very successful.  New customer portal (we now support two portals).  Major reduction in work force, every team in R&D heavily effected.  1 Project Manager; no Product Owners.  Un-merged with manufacturing sister company. Page  6

7 Copyright © 2013 inthinc Technology Solutions, Inc. All Rights Reserved. Includes confidential information. inthinc 2010  2010  Adopting Agile  Daily standups ups  Lots of half baked process  All teams started Agile at the same time  Release planning and sprint planning is cumbersome and time-consuming  Engineers have a hard time with time commitments  Business has a hard time not breaking sprints with "emergencies"  Commitments didn’t mean much after sprint planning  Release planning is an unrealistic wish list  2 week sprints then 3 week sprints  An extra week added to the sprints to make time for testing.  Unlikely to complete/accept work during the sprint.  No Process around story acceptance. Page  7

8 Copyright © 2013 inthinc Technology Solutions, Inc. All Rights Reserved. Includes confidential information. inthinc 2011  2011  Dedicated test team disbanded and members are integrated into individual teams.  3 week sprints  Burn down was demoralizing, commitments are rarely meant.  Moved to 1 week sprints at the end of the year.  Began move of Production to AWS and EC2.  Started a DevOps team.  Continue to struggle with release planning.  Cross functional planning breaking down.  Backlog is out of control and unmanaged. Page  8

9 Copyright © 2013 inthinc Technology Solutions, Inc. All Rights Reserved. Includes confidential information. inthinc  2012  All teams moved to physical Kanban.  More frequent releases.  Lighter process with a more controlled feel.  Process flow accounts for our holes in product management and story acceptance.  Backlog is out of control and unmanaged.  2013  Kanban Portfolio Management.  Continuous Integration.  Source code moved to GITHUB.  Better cross-functional communication. Page  9

10 Copyright © 2013 inthinc Technology Solutions, Inc. All Rights Reserved. Includes confidential information. Continuous Integration  Production Release Time (Last Month)  2 Calendar days to deploy and test.  man-hours of testing.  Lots of problems.  Production Release Time (This Month)  5 minutes to deploy.  30 minutes to verify.  Production Release (Very Soon)  Less than 2 minutes to deploy.  Deploys happen frequently throughout the day.  Prod Page  10

11 Copyright © 2013 inthinc Technology Solutions, Inc. All Rights Reserved. Includes confidential information. More DevOp Advantages  Cost  30% savings since we moved to AWS.  50% predicted as we optimize for the service.  Flexibility  Production copies for anyone in less than 20 minutes with production data.  CF engine configuration  New resources are automatically configured and audited every five minutes.  Testing  DB alters ran against a current copy of production.  Releases are timed and verified  A/B testing  Weighted DNS send a percentage users to new servers. Page  11

12 Copyright © 2013 inthinc Technology Solutions, Inc. All Rights Reserved. Includes confidential information. Kanban Portfolio Management  Value-Driven Prioritization  What’s the most valuable now?  Keeping balance between long and short term.  Weekly portfolio-steering.  Hierarchal view of Features and User Stories  Budget owners.  Accountability for time.  Visible Priorities  MVPs  Establishing MVPs and Acceptance criteria.  Keeping WIP limits intact Page  12

13 Copyright © 2013 inthinc Technology Solutions, Inc. All Rights Reserved. Includes confidential information. Secret to Our Success  Development Process:  Code reviews  Pull requests  Branching  TDD  Unit Tests  Business tests  Acceptance Criteria  Established before the story is worked on  Acceptance Tests written  Feature Demos  Show the product early and often! Page  13

14 Copyright © 2013 inthinc Technology Solutions, Inc. All Rights Reserved. Includes confidential information. The Secret to Our Success  Scrumban  Physical Kanban.  Daily Stand-Ups.  Continuous Process Evaluation and Improvement.  New Features are Driven by Sales  Communication  Weekly cross-functional planning (Scrum of Scrums).  Logged Team and Project Chats.  Contractors and Outsourcing  In-house, China, India.  Support Escalation  Dedicated Escalation Engineer Triaging Support  Commodity-based Hardware and Software Page  14

15 Copyright © 2013 inthinc Technology Solutions, Inc. All Rights Reserved. Includes confidential information. Sprint and Release Planning  Why Release Planning Failed?  Over-committed  Why Sprints Did Not Work?  Lack Training  Lack of coaching  Lack of Product Ownership Page  15

16 Copyright © 2013 inthinc Technology Solutions, Inc. All Rights Reserved. Includes confidential information. Why Agile and Lean Work for Hardware  Hardware development is naturally iterative.  Hardware engineers seem to have a harder time communicating, stand-ups and stories provide a feedback loop.  Feature demos remind the business that value is being delivered.  Assists the hardware team in communicating with the firmware team. Page  16

17 Copyright © 2013 inthinc Technology Solutions, Inc. All Rights Reserved. Includes confidential information. What Would I do Differently  Slower Implementation Roll Out for Each Team  Better Defined Scrum Master Role  Product Owner/ Business Analyst  A Different Type of Executive Support Page  17

18 Copyright © 2013 inthinc Technology Solutions, Inc. All Rights Reserved. Includes confidential information. Q&A Page  18

19 Copyright © 2013 inthinc Technology Solutions, Inc. All Rights Reserved. Includes confidential information. HARDWARE KANBAN Page  19

20 Copyright © 2013 inthinc Technology Solutions, Inc. All Rights Reserved. Includes confidential information. KANBAN CARD USER STORY ##### POINTS EST # AS A USER I WANT TO …... TIME SPENT LEFT ENGINEER ENGINEER TEST 0 5 OWNER NAME Page  20


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