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Joel Johnson

Scrumtinuous Improvement : The LANDesk Approach. Joel Johnson. November 2013. Sr. Dir. Software Engineering. Alan Braithwaite. Dir. Software Engineering. Outline. History/background of LANDesk Overview of our current development process Top areas of focus for improving development.

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Joel Johnson

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  1. Scrumtinuous Improvement: The LANDesk Approach Joel Johnson November 2013 Sr. Dir. Software Engineering Alan Braithwaite Dir. Software Engineering

  2. Outline • History/background of LANDesk • Overview of our current development process • Top areas of focus for improving development

  3. History

  4. A brief history • Private: 1985 – Started as LANSystems • Public: 1991 – Acquired by Intel, started LANDesk brand • Private: 2002 – Spun out and created LANDesk Software (VC) • Public: 2006 – Acquired by Avocent, then Emerson Electric • Private: 2010 – Became private company (PE)

  5. LANDesk Today • Businesses & Product Lines • LANDesk Software • Wavelink • Shavlik • Products and Solutions • Total User Management • Systems Lifecycle Management • Endpoint Security • End-to-End Mobility • IT Asset Management • ITSM/ITIL Service Desk Solutions • Key Facts • 19,000+ customers with 96% customer satisfaction • Alliances & Partners • Apple, Credant, Cisco, Citrix, Datalogic, Google, Honeywell, HP, Intel, Kaspersky Labs, Lenovo, Microsoft, Motorola, Oracle, Panasonic, VMWare

  6. Global Organization Norway Moscow UK Beijing Minneapolis Seattle Tokyo Salt Lake City Shanghai Taipei Hong Kong Germany Ireland France Spain Italy Mumbai Mexico City Singapore Sao Paolo Sydney Johannesburg Buenos Aires

  7. Competitors • Microsoft • IBM • Symantec • Dell

  8. Development Process

  9. History of development processes • 1990s – Waterfall • 2000 – Iterative version of waterfall, some agile practices • 2003 – XP • 2010 – Kanban • 2012 – Scrum

  10. Current development process • Agile development based on Scrum • Requirements management through stories • 3 week iterations (sprints) of work • Regular customer interaction • Releases are generally date driven, which means we do up-front planning to identify what will be in a release • System Test required for large, multi-component suite

  11. Product Team • Scrum teams (Product Owner, Scrum Master, Dev, Test) • CM team (build, install, automation infrastructure) • UX team • L10n team • Doc team

  12. Product Development Phases

  13. * From Microsoft’s Application Lifecycle Management practices

  14. Details of Development Sprints

  15. Current focus

  16. Areas of Focus Healthy backlog Sprint goals Quick feedback Visibility Continuous Improvement

  17. Healthy Backlog 1-2 sprints of “sprintable” stories Stories written in user language Acceptance criteria is clear and well understood Story effort is suitable for finishing within a sprint Other stories required for a release have at least high-level effort assigned Regular backlog grooming (at least weekly) Key roles to help with this: PO and Scrum Master

  18. What is a Sprint Goal? • A sprint goal summarizes the desired outcome of a Sprint. It provides a shared objective, and it states why it’s worthwhile undertaking the sprint. • The sprint goal is elaborated on through the set of product backlog items that the team commits to.

  19. Sprint Goal Benefits • There are five main benefits: • Supports prioritization • Creates focus and facilitates teamwork • Helps obtain relevant feedback • Makes it easier to analyzethe feedback • Supports stakeholder communication

  20. Sprint Goals: Summary • “You’ve got to be very careful if you don’t know where you are going, because you might not get there,” says Yogi Berra. • Employing a sprint goal increases the chances of getting where you want to go, of creating a successful product.

  21. Quick Feedback Automation (small, medium, large) Continuous validation team Feedback on dev and sustaining branches Customer feedback During the sprints System Test Field Test

  22. Visibility and Continuous Improvement Dashboards / Reports Teams review during grooming, retrospective, planning, etc. Management reviews and updates organization policy/processes as necessary

  23. Helpful activities • Need to continually review what is being developed and the health of the backlog • MMF reviews with teams • It is important for teams/individuals to know the “why” • Sprint goals – shared across teams • Early customer feedback • Sprint customer visits • Need to continually reviewing the process and how well teams are following it • Scrum Master fortnight

  24. Q&A

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