Cars.com Agility Transformation Journey
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Transcript of Cars.com Agility Transformation Journey
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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?