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Cars.com Agility Transformation Journey

Cars.com Agility Transformation Journey. Milwaukee Agile December 6 th , 2011. Hello Milwaukee Agile!. Bill Rybicki Architect. Len Lagestee Manager, Project Management and Methodology. Si Alhir, Mark Ferraro, Larry Schoanamen Redpoint Coaches. Who is Cars.com?.

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Cars.com Agility Transformation Journey

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  1. Cars.com AgilityTransformation Journey Milwaukee Agile December 6th, 2011

  2. Hello Milwaukee Agile! Bill Rybicki Architect Len Lagestee Manager, Project Management and Methodology Si Alhir, Mark Ferraro, Larry Schoanamen Redpoint Coaches

  3. Who is Cars.com? 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.

  4. Why Agility and Transformation? Long Delivery Cycles Continuous Resource Contention and Constraints Prior Focus and Priority on Re-Architecture Impeded Advancements in Product Development Overall Employee Satisfaction

  5. 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

  6. Transformation Impact Developers Analysts Testers Project Managers Operations Business Units/Product Teams IT Managers Architecture Cool Freaking Out

  7. 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

  8. 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

  9. Phase II: Foundation Experiences and Recommendations Coach, Coach, Coach! Encourage Grassroots Adoption Incorporate Feedback from the Practitioners Set Expectations on Push vs. Pull Go Overboard on Communication

  10. Phase II: Foundation Experiences and Recommendations Highlight Areas of Improvement for the Next Cycle Insist on Honest Feedback and Accountability Best Practices for Code Reviews and Unit Testing are Priority Tasks Every Week

  11. Phase III: Evolution Experiences and Recommendations Dedicated Teams Let Go of the Framework Maintain Persistent Focus on the Role Communities Gently Remove Coaching

  12. 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

  13. 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

  14. The Framework

  15. A High Level View of our Organization

  16. A High Level View of the Framework

  17. Questions?

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