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This document proposes a hybrid agile methodology to address process pain points like unclear requirements, siloed work structures, and production inefficiencies. It describes using 15-day sprints for different project types. Each sprint would include planning, development, testing, and a retrospective. Communication would be improved through tools like Jira, Google Docs, and scrums. Specific solutions are outlined like using PRD/wireframe sprints to resolve requirements issues early. The goals for Q1 are continued adoption of the sprint process, improved reporting on metrics, and better program phasing and planning.
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- 1. Hybrid Agile Methodologyfor DFM S.Harrison, PMO 07/17/12
- 2. General Process PainPoints • Incomplete due diligence • Silo work structure – lack of info/knowledge transference • Unclear, changing requirements • Unclear deadlines • Production efficiency not maximized (some overworked – bottlenecking) • Difficult communication, frustration, confusion • Silo work structure – lack of info/knowledge transference • Lack of insight into burn rate/ROI
- 3. Goals • Transparency •Accountability • Predictability
- 4. The Road • Process • Communication/Culture • Tools
- 5. Our Needs • Typesof Projects – Editorial – Verticals – Product-based software development – Infrastructural development – Deployments • Adaptability to quick shifts • Multiple geographic, product, cultural entities
- 6. From Silos toCircles 15 days, clear deliverables, clear # Days? #Resources? Reqs included? resourcing Prioritized? Aligned with company priorities MNG JRC DP Editorial Sales Digital Product Design Dev QA Release
- 7. A single paradigm: HybridAgile Sprints [Timeboxes]
- 8. Sprint: 15 Daysfor Dev/QA SPRINT 1 2 days Planning 8 days coding 4 days testing/reworks Development 1 day Demo/Retrospective
- 9. Sprint: 15 Daysfor Product SPRINT 1 SPRINT 2 Sprint 2 Projects Greenlighted User Stories, Wireframes, Comps, Other assets delivered Development User Story LOEs determined User Stories/Assets Development
- 10. Sprint: 15 Daysfor Creative SPRINT 1 SPRINT 2 SPRINT 3 Mocks/Clickable Prototypes (when needed) Developed, delivered, Development Stakeholder signoff User Stories/Assets Development Complex Mock-building User Stories/Assets Development
- 11. Sprint: 15 Daysfor Business Owners SPRINT 1 SPRINT 2 SPRINT 3 SPRINT 4 Development User Stories/Assets Development Complex Mock-building User Stories/Assets Development PRDx, wireframes Complex Mock-building User Stories/Assets Development User Stories/Assets Development
- 12. Sprint: 15 Daysfor Rapid Deploy Needs SPRINT 1 SPRINT 2 SPRINT 3 SPRINT 4 Development User Stories/Assets Development Complex Mock-building User Stories/Assets Development PRDx, wireframes Complex Mock-building User Stories/Assets Development User Stories/Assets Development Full Reqs, All prioritized TAC Development
- 14. Transparency Accountability Predictability Hybrid Agile Sprints • Process • Communication/Culture • Tools
- 15. Specific Solutions Problem Addressed • Incomplete due diligence • PRDx/Wireframes sprints • Unclear, changing • User Stories/Asset sprints requirements • End of every timebox/Sprint • Unclear deadlines • Most req issues resolved during • Unfocused planning PRDx/US phases – planning days stay focused on execution. • Unclear status • Scrums can be focused • Production efficiency not • Increase in productivity maximized • Intra-team communication improves. Product communicates to stakeholders • Difficult communication, • Timebox + hours + timetracking = burn confusion rate • No transparency into burn • Increasingly accurate burn rates each rate/ROI sprint
- 16. Other adjustments: • Creating Core Teams • Prod Lead attend team sprint planning mtgs, scrums • PRD improvements • Securing design sign-offs from critical stakeholders • Prod leads in defining success metrics by product • Google docs, Jira, scrums, skype (move away from Basecamp, emails) • Stakeholders defined at the discovery phase • Teams defined at the top of User Story phase • Training in Agile/Scrum for PMs • Demos and Retrospectives at the end of EVERY cycle • UAT
- 17. Adjustments for Tech •Use of Core team in User Stories/Assets phase • Naming a Dev lead per team • More rigor around building cross-functional teams based on project, not function • Increase lateral communication - Jira/Google/IRC/Scrums • Increase creativity and ownership
- 18. Business Lead PRDx/PRD PHASE Product Council PRDx http://intranet.digital Content: The idea firstmedia.com/proje and it’s value. 1st Tier cts/ Answers the Approval Bus Lead w/UX question: WHY Wireframe Product Council Prod Lead w/Tech • Final Approval Strategy Leads • Prioritization Content Core Team Initial Comp to aid bus owners in Answers the PRD completion question: WHAT • Review & Acceptance - (red flags-> SVPs) • Deploy plan developed Prod Lead w/Tech • KICK-OFF Mtg Strategy Leads PMO/Dir Tech PRD http://www.dfmproje Assign to TAC, Comp cts.com/project/ cycle, or Standard Sprint
- 19. COMPS/USER Product Lead (w/UX lead, Core Team) STORIES PHASES Key Stakeholders Comps Content: The visuals Answers: WHAT DOES Final Sign-off via Product Lead 2 feedback loops THIS LOOK LIKE (w/ Bus lead, Core Team) Ad Creatives Product Lead W/Core Team QA, PMO, Content Development, User Stories, Answers the Release LOE question: HOW (incl ads, Review & Acceptance Product Lead analytics) for current dev sprint (wUX lead, key stakeholders) All other assets
- 20. DEV, DEPLOY, BREAK- QA(w/Prod Lead) FIX PHASES Product/End User (w/QA) Test Cases Deliverables: Code, Final Sign-off via Code Review, Testing Functional, Dev Lead – QA environment (w/ Dev team) Automated Testing and UAT Code Deployment Team (TAC, QA, SCM Mgr) QA, Field/Ad/Editorial Deliverables: leads Deployments Code, Content to Beta, Live sites Review & Acceptance of live sites QA, Tactical Team Content: Field/Ad/Editorial Reworks/Fixes leads Fixes against reported Review & Acceptance defects of fixes
- 21. COMMUNICATION PM PMO/Production Jira July 11: July 27: T/Th Scrum Sprint commitment Sprint delivery IRC Sprint open/close reports Updated Project Plans PO Product/Stakeholders Sprint open/close reports Updated Project Plans Monday Product Calls Weekly Project Status doc http://intranet.digitalfirstmedia.com/projects/ Email Roadmap/matrixed against project plan
- 22. After project greenlight: 1. PM is assigned 2. Brit configures project in Jira, adds PRD to wiki 3. PO posts stakeholder/contact info to wiki 4. PO, PM, Tech Strategist reviews PRD/propose phases if needed – raise any red flags to Scott/Alison 5. PM/PO collaborate to complete kickoff doc, and deploy plan template 6. Kick-off mtg – Core team, Design Deploy, Support lead, Ads, Analytics, key Stakeholders • Discuss project strategy (TAC, Comp phase, ETA, Deadlines, Training, Deploy, Phases) 7. PO writes first draft of user stories into Jira 8. Core team (PM, PO, QA, TS) mold the stories into manageable, product-based deliverables, test strategy defined, prioritized general LOEs 9. Day 1 – Sprint planning session agenda: 1) goals 2) task 3) commit 10. PMO distributes snapshots of stories/hrs set for completion at the top of each sprint. 11. PO attends stand-ups 12. PO manages communications to stakeholders 13. PMO distributes snapshots of stories/hrs completed at the end of each sprint.
- 23. Q1 2012-13 Goals •Continued habituation/enforcement of sprint/swim lane processes • Improved internal reporting (ROI, burn rate, delivery dates) • Improved stakeholder reporting (ROI, etas, changes) • Improved Program phasing, planning, execution (Mobile, MC, Saxo)
Editor's Notes
- #4 Transparency into what we’re doing, how we’re doing it, when we’re doing it -- across departments, offices, teams. Looking for ease of communcation. Reduced “efforting”Accountability: Leads deliver their reports, assets on time, be accountable what you hear in a meeting & follow-up. Each person really OWNS their product and project, EVERY team member (don’t just accept the short-order cook role).Predictability in the whole process = increased clarity of project selection, increased productivity, identifiable burn rate, clear ROIsAll these can help us maintain a sharp focus on the DMI strategy and associated initiatives
- #5 Transparency into what we’re doing, how we’re doing it, when we’re doing it -- across departments, offices, teams. – Methodology and communication systems we set up with help with that. Accountability: Leads deliver their reports, assets on time, be accountable what you hear in a meeting & follow-up. Each person really OWNS their product and project, EVERY team member (don’t just accept the short-order cook role).Predictability in the whole process = increased clarity of project selection, increased productivity, identifiable burn rate, clear ROIsAll these can help us maintain a sharp focus on the DMI strategy and associated initiatives
- #6 There’s nothing inherently wrong with any of these methodologies, but we need to find what works best for us. As with every company, we have unique needs to meet
- #8 I’m proposing a
- #12 Business owners are doing due diligence on contracts, all the information needed in the PRDx (dependencies, integration points, understanding needs of adops, editorial, 3rd parties, identifying stakeholders, etc) With the goals of 1) Delivery by the end of Sprint 1 to be Prioritization and greenlighting at beginning of 2, and then slated for dev either in 3 or 4 depending upon complexity
- #13 For leads who needs to plug in a small (1 day or less) or emergency enhancement, or the strategic needs of the company call for rapid deployment of something within the 15 day time frame, we have a team allocated per sprint set aside to chip away at these projectsBig caveats: These enhancements need to be 1) brought with complete requirements, then 2) prioritized, then 3) pointed (LOE) While the prioritization order can be changed by the PMO at any time during the sprint, the team will always work off the top of the list, and the team will always log hours against each project.The risk is that resources will be pulled away from other strategic projects, and hurt the flow of other key initiatives. Must be managed carefully, and planned along with other projects at the top of each sprint. Hybrid Waterfall/Cowboy
- #15 Structure for each leg of development – T,A,PClarity on deliverables and deadlines for each – T,A,POpportunity for collaboration – Transparency, AccountabilityOwners for each leg - Accountability
- #16 Addresses Pain Points:PRDx/Wireframes sprintsUser Stories/Asset sprintsEnd of every timebox/SprintMost issues are resolved during PRDx/US phases – planning days are focused on development strategies, point clarifications, final scoping and scrum prepScrums can focus on what, what next, blockers. (I will help scrum masters sharpen these meetings to 10 minutes)With clear reqs and no context switching, increase in productivity Intra-team communication improves. Product communicates to stakeholdersTimebox + pointing + timetracking = burn rateROI projected by business owner, tracked by PMO
- #17 Some of changes will be large. Some will be small.Some jarring, some incremental. I will aim for the least disruption, but constant improvement.I’ll need a lot of help socializing this, habituating the teams. Within a couple of sprints, this will be intuitive, but it will take some rigor.
- #18 Solidify due diligence, reduce context switchingThis person leads in brainstorming around implementation ideas, and execution Reduces lack of information, maintains focus on prioritiesIf you’re banging your head against the wall for more than 15 minutes, reach out – this will help us do that