1. PM Connect Agenda – 6/26/2014 Topic Presenter Time Welcome Note
Sandy Kruczkowski
10:00 am
Enterprise Agile Scrum Roll-Out
Tony Parham
10:05 am
Agile Activities at EEA
Tom Skinner
10:20 am
Feature Presentation: Getting to Agile
Jim O’Neill
10:30 am
Q & A
Alexis Shaw
11:30 am
Wrap up
Lynda Caines
12 noon

2. Jim O’Neill Speaker’s Background Chief Information Officer HubSpot
Jim helped design and build a highly scalable cloud infrastructure for both the HubSpot product as well as the company’s internal use, both building from and leveraging the top SaaS and cloud providers and creating next generation platforms utilizing Agile methodology.
Throughout his career, Jim has focused on product development of new and emerging platforms to generate new revenue streams for start-ups or more mature high growth companies.   Jim is an expert on cloud-based technologies, sits on the Massachusetts Governor’s Council for Innovation, holds a BSEE from Worcester Polytechnic Institute, and speaks frequently at industry conferences and events. 2

3. AGILE Commonwealth Transformation
Office of the
Government Innovation Officer (OGIO)

4. AGILE Commonwealth Transformation High Level Approach
May 28th AGILE Scrum Leadership Workshop
Mid June ANF approval of Capital funding requests
Late June Governor’s approval of capital funding request and Legislative approval of bond bill
Mid - July AGILE kick-off Early Adopter projects
July – Aug Projects funding and ramp-up (procurements, resourcing, etc.)
Early Sept AGILE SCRUM Training EA Project Teams
Mid Sept Iteration Planning EA Project Teams
Mid Sept AGILE SCRUM Coaching EA Project Teams
9/17/2018

5. AGILE Commonwealth Transformation Early Adopter Project Criteria
STATUS: New/not started projects (i.e. pre-procurement)
SCALE: small to medium  
SCOPE: Suitable for a modular deployment
STAFFING: Internal Teams are co-located
COMMITTMENT: Secretariat/Agency is committed to project success
FUNDING: Pending ANF approval
IMPACT/VISIBILITY:  internal/constituents/legislative
9/17/2018

6. AGILE Commonwealth Transformation Get into the SCRUM
9/17/2018

7. Agile Activities at EEA (Energy and Environmental Affairs)
The Pilot
Internal to EEA IT (minimal impact to business)
Domain Migration of DEP
This is a mandate from ITD
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8. The SCRUM Approach Team:
4 technicians
1 Product Owner
1 Scrum Master
Trained by Scrum.inc , Jeff Sutherland, May 29, 30, all CSM’s!
Project started 6/5, material was fresh.
The team decided on 2 week sprints, 1st sprint June 16 – 27
The team has committed to doing the first 3 sprints “by the book”. Learn the language!
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9. Where we are The team is forming and beginning to trust each other.
The team is engaged with daily stand-ups as well as consistent chatter via - and even the phone!
Today:
End 1st sprint
Sprint Retrospective
Sprint Review
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10. Adapting to Scrum
Learning Scrum, accept mistakes, correct each other, learn and move on.
Clear stories from the Product Owner
Define “Done”
Other dependencies, difficult to manage
Interruptions, assign points to them
The Scrum board, uncomfortable at first.
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11. The Scrum Board
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12. Next Steps Run 3 more sprints
Secure funding, additional training/coaching
Hire a “coach”
Start adopting Scrum on a larger scale
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13. Being Agile in Agile
Lessons learned over the years
Jim O’Neill

14. Jim O’Neill Chief Information Officer @jajoneill jim@hubspot.com
Thank you all for taking the time to listen
I’m very passionate about how the private sector can help the public sector and this opportunity came through Tony Pahram – GIO
I sometimes feel like “the crazy startup” guy – but it’s because the amount of innovation in tech is unlike anything we have seen and Boston and the commonwealth overall are front and center
I travel a bit and a lot to the west coast and while we have 2 decades of history to catch up to since the micro-computers left this area, we are on our way!
At HubSpot since it was founded/funded in 2007, Employee # 8, 700+ now
20 years in software/tech
I love to fix and build things – computers, houses, systems, doesn’t matter

15. How many folks have heard of us
How many folks have heard of us? I’m only asking as we want to build a landmark, independent tech company in Boston. We will make it or die trying!
World’s only all in one integrated Marketing and Sales SaaS platform
Big vision - turn the marketing, and sales experiences on its head and make interactions enjoyable through engagement based content and dialog vs. interruption driven
Question – how many of you like being marketed or sold to via cold calls, spam, direct mail, I didn’t think so!
Founded in 2006 out of MIT, 2 founders, venture funded in 2007 when I joined
Current state: 12,000+ customers, 70+ countries, 700+ employees - Cambridge MA (700) and Dublin Ireland with over 50 summer interns and co-ops – largely from local schools

16. Agenda: Waterfall, RUP, and other SDLCs Adopting Agile
Roles and responsibilities
Being Agile in Agile
Being Agile when your dependencies aren't
Results & Closing Thoughts

17. “Change is painful” “Death is worse”
I’m going to start off with a controversial comment from our founder – we try to live it everyday – I’d encourage us all to think about it
<animations>
I don’t mean to ask this in such a powerful way but just asking how it can change the way we look at building software or delivering projects
If there is one thing I can convince you of today, is that Agile is not just for startups
When we adopted it in 2008 – a year into the business, we were in a class with siemens, nokia, and other big companies also working towards the agile movement
If there is a 2nd thing I can convince you of, you have to start somewhere. Every project and product is a potential but you have to start somewhere
Lastly – I’m hoping to tell you a story and a progression based on learnings over the years. I’ve been in software admittedly for 20 years now (ug) but learning every day!

18. 1
Waterfall, RUP, others
(and where they limit you)

19. How many folks are doing waterfall today?
In the 80s, 90s, and even early 2000s – there was only waterfall – we didn’t know better.
I was working at a large financial services software company, SunGard (via acquisition) and it’s how we built product because we had to
The software industry was largely modeled after the construction industry with durable goods and we were working on mainframes and client-server
My boss at the time, the founder of the company we sold, literally read a book on software economics and sent it to me along with pushed me to do daily standups (which turned into daily s – BIG FAIL)
In hindsight, I think a better way to look at waterfall is like this…
<transition>

20. It’s impossible, absolutely impossible, to understand every requirement, dependency, etc. – especially when user requirements are changing so fast
We might not think the consumerization of the web impacts us on daily basis or in a state run software program, but it does. Consumers demand mobile and better interfaces and are learning (thanks to Facebook, Twitter, Pinterest), that things will constantly change.
Along the way, we all need to be carefull of folks talking about agile but still being waterfall.

21. During my time at SunGard (2nd round in mid-2000s) we brought in a consulting firm to help us deliver a big new software platform for a legacy system, and they convinced us that RUP was agile or incremental
We had about 200 folks – architects, developers & qa testers – decent sized project but it was doomed from the start (we did deliver on a multi-million dollar productline that is still growing and a primary revenue stream but…)
We did in fact to weekly software builds but we got log jammed in each of these phases and were not really learning much during the process from our users
Our users couldn’t handle the changes. Users need to be bought into Agile and they weren’t. You will need to get users engaged and make them your champions but you will see dividends

22. This is organized chaos
I’m going to code like hell…
My screens are pretty!
Product Launch on 11/09!
This is organized chaos
I do the QA here and I’ll say when it’s gonna launch
Had an opportunity with HubSpot to start over, a few folks and a clear(ish) head
Started with RUP, VP of Engineering we hired controversially told me RUP was not agile – it was almost fighting words!
The reality is even though we were a startup with about 8 developers – it was like the last 200+ person project!

23. Go learn from the Oracle of Agile
07/14/2008 – VP of Eng and myself get “Scrum Certified”
Learn about roles and responsibilities and a framework for handling change
No one knows the end result, but you can learn along the way
At the same time, Eric Ries was starting the Lean Startup movement (anyone familiar with Eric and this movement). JAOXXX to confirm dates of the lean movement.

24. 2
Adopting Agile

25. Sprints, User Stories, and Story Points
Placeholder for text (substitute your own text; delete when not used)
Sprints, User Stories, and Story Points
We started with monthly sprints, user stories (tracked in Jira), and select epics. We started in development but realized it applied to other areas
We also started more with our larger scale SaaS product development but our internal systems (IT) grew to the point we realized we needed agile there as well

26. From our Sprint Wiki – 07/08/2008
But wait, where is the PM? Hold that thought (please!)
See Ma
Don’t use it as a reason!
BTW – sample only, ours never look this good!
We started in software development and limited it there – and a single “team” at the time
No IT, no ops, nothing else
Just something meaningful and get buy in from the team.
Will they enjoy seeing code delivered faster?
Will the be able to fix bugs sooner?
Will they be able to make customers happier and faster (Time to Enjoyment)

27. What projects fit into Agile?
Software Development (duh)
Marketing (huh?)
IT (really?)
DevOps (get Agile muscle group before trying this one…)
Remember I said we started with software development. That said,
Any project can, some easier than others
Mindset to learn and adjust
Ensure team and staffing are excited
Find champions who want to do something different
Our marketing team chose Agile/Scrum after we did. Lead generation via Scrum? Yes.

28. 3
Roles and Responsibilities

29. Remember – 3 Roles! Team: In Scrum – we are self organizing
Product Owner: Voice of the Customer
Scrum master: Removes Blockers, Project Hygiene
Team: In Scrum – we are self organizing
At scale – we found a newly formed role (being Agile!)
PM (AKA Program Manager AKA Product Manager)
Get images for different roles and have how a PM can be a scrum of scrum master
Product Owner
Scrum Master (not a PM)
Pigs & Chickens – tell joke…

30. pm, PM, PMM or PO?
project manager: reports on a project across scrum teams
Program Manager: reports on multiple projects across multiple teams and likely multiple business units
Product (M) Manager: owns an entire product feature set
Product Owner: Likely a product manager or associate (APM)
Program management is more important to us in Agile than project management. Each team has it’s own sprint and coordination across teams is key
Visibility at a team, department, company, or branch as well as executive level is growing in it’s importance. How do sprints fit into overall deliveries
Epics are an abstraction in my opinion and somewhat of an afterthought
Product Owner’s require more specific knowledge of the business vs. the process – it’s a key change element

32. Company view of our work streams

33. Individual workstream backlog

34. Kanban board for working items

35. Scrum board for activity based updates

36. Project Plan for items beyond Agile

37. 4 Being AGILE in Agile Let’s talk about being AGILE in Agile
There is a job about being Agile or agile. We are the latter

38. We are small A agile (not Agile)
Cadence: Monthly to bi-weekly – nothing outside those works
Retrospective: Science Fair – get everyone involved!
Product Owner: PM (APM), PM, and PMM
Agile: Scrum vs. Kanban

39. 2014
2012
2010
Talk about progression
2008
2006
Chaos

40. 5
Being agile when your dependencies aren’t

41. “If you have a year in your release number, you aren’t agile”
Often our dependencies aren’t agile
Placeholder for text (substitute your own text; delete when not used)
“If you have a year in your release number, you aren’t agile”
- Anonymous
We looked at the B2B companies we aspired to be like – Salesforce.com, NetSuite were the 2 big ones for us
Then got scared
These are great companies, the best B2B software players out there, but even us as a startup hated waiting for features
All the aforementioned companies were B2C and not B2B

42. Adapt to your Environment
Engage customers by including them in the process
Empower teammates to invest in tooling for efficiency
Break logjams by moving product incrementally
Inform all interested parties via transparent communications

43. 6
Results and Closing thoughts
YMMV

44. Ideas Code Data Code Fast Learn Fast Measure Fast
At the same time – we were a learning based company and really interested in the lean startup movement
After all, there were local roots with Eric Ries
While this wasn’t codified as such back then – it represents the principles of how we wanted to build and operate the product
Measure Fast

45. Fast Releasing == Fast Learning
Ideas
Code
Data
Internal Release
Private Beta
Volume Beta
New Customers
General Release
Hundreds of releases/week!
We put a lot of calories thinking about how to deliver code to customers through our SaaS platform and even our internal applications
But 2 releases each week wasn’t keeping pace
The overhead of server management with people was also not scaling

46. Agile to DevOps: Releases vs. Features
Post Agile*
Pre
Agile
No material increase in defect density
*Agile with DevOps: 3 Years in the making

47. QUESTIONS?

48. Wrap up & Next steps Mailbox PMConnect@MassMail.State.MA.US
Next PM Connect meeting (Tentative) – November 6th 2014
PDU Reporting
Mailbox 48