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Cars.com AgilityTransformation JourneyMilwaukee AgileDecember 6th, 2011

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Bill RybickiArchitect

Len LagesteeManager, Project Management and Methodology

Hello Milwaukee Agile!

Si Alhir, Mark Ferraro, Larry SchoanamenRedpoint Coaches

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Cars.com provides consumers with the complete set of tools, research, and listings they need in order to find the right new, used, or certified vehicle.

Cars.com is the leading online automotive destination with more than 13 million visitors a month.

Dedicated information sections provide insight into all aspects of automotive ownership and puts car buys in control of the shopping process.

Who is Cars.com?

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Long Delivery Cycles

Continuous Resource Contention and Constraints

Prior Focus and Priority on Re-Architecture Impeded Advancements in Product Development

Overall Employee Satisfaction

Why Agility and Transformation?

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The Approach

Phase I: Context – Engage and Energize• Establish a core transformation team• Derive a “minimal” framework• Socialize and refine the framework through pilots

Phase II: Foundation – Experience and Elaborate• Enact and elaborate the framework• Renew value-creation capabilities

Phase III: Evolution– Evolve and Embody• Enact and evolve the framework• Renew oversight capabilities• Foster role-based communities

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Transformation Impact

Developers

AnalystsTestersProject Managers

Operations

Business Units/Product TeamsIT ManagersArchitecture

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Phase I: Context Experiences and Recommendations

Focus on a Minimal Framework

Become Comfortable Being Uncomfortable

Immediately Practice What You Preach

Build a Shell Around Your Core Team

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Phase I: Context Experiences and Recommendations

Identify a Pilot Group of Enthusiasts

Live the Framework for a Few Sprints

Communicate Sprint Plans Widely

Commitments in the Team are Sacred

Focus on Consistency over Quantity of Output

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Phase II: Foundation Experiences and Recommendations

Coach, Coach, Coach!

Incorporate Feedback from the Practitioners

Encourage Grassroots Adoption

Set Expectations on Push vs. Pull

Go Overboard on Communication

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Phase II: Foundation Experiences and Recommendations

Highlight Areas of Improvement for the Next Cycle

Best Practices for Code Reviews and Unit Testing are Priority Tasks Every Week

Insist on Honest Feedback and Accountability

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Phase III: Evolution Experiences and Recommendations

Dedicated Teams

Let Go of the Framework

Maintain Persistent Focus on the Role Communities

Gently Remove Coaching

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Phase III: Evolution Experiences and Recommendations

Educate and Remind People of the Role and Expectations of Oversight

Share Your Information Radiator (Scrum Boards)

Leaders Will Emerge…Coach and Foster Individuals

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Conclusion: Overarching Recommendations

It Is Not Just a Technology Transformation

Move from a Project Culture to a Product Culture

Empowerment + Accountability (or, How To Deal With the Managers)

Make the Move to Dedicated Teams

Prepare for Bad DNA to Be Exposed

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The Framework

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A High Level View of our Organization

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A High Level View of the Framework

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Questions?