james walker, oregon shakespeare festival andrew recinos ... · james walker, oregon shakespeare...
TRANSCRIPT
James Walker, Oregon Shakespeare Festival
Andrew Recinos, Tessitura Network
Ravi Ranjan, Tessitura Network
About Us
James Ravi Andrew
Agenda
Brief overview of Agile Methodology
Key concepts enacted – from ticketing perspective
Summary of take-aways and resources
Brief Agile Overview
“Agile is the best kept
management secret on the planet”
- Forbes Magazine
How Technology Projects Traditionally Work
Figure out what you
want to do
Create detailed
specification
Do all the work to
complete the project
Do all the testing
Go live with everything!
Waterfall Project
Fake Example of a Waterfall Project
Figure out what you
want to do
Create detailed
specification
Do all the work to
complete the project
Do all the testing
Go live with everything!
Figure out what you
want to do
Let’s build a highly-addictive
geometric video game!
Create detailed
specification
Perfect from the start! No detail left out!
Do all the work to
complete the project
Hi nerds! Tell us when it’s done and awesome!
Do all the testing
Now that’s done, let’s see it!
Go live with everything!
Everything is perfect!
Benefits of Waterfall Projects
All requirements known in detail from the start
No opportunity for scope to change
Completed product is unveiled at the end of the project
Problems with Waterfall Projects
All requirements must be known in detail from the start
No opportunity for scope to change
Completed product is unveiled at the end of the project
Problems with Waterfall Projects
All requirements must be known in detail from the start
No opportunity for scope to change means that mid-project
change is difficult and costly
Completed product is unveiled at the end of the project
Problems with Waterfall Projects
All requirements must be known in detail from the start
No opportunity for scope to change means that mid-project
change is difficult and costly
Completed product is unveiled at the end of the project
meaning that users/stakeholders have little or no opportunity
for feedback
What is more likely…
January:
Let’s build a video game!
February:
Totally detailed
specifications
Mar – Aug: developers go
away and build to spec
What is more likely…
January:
Let’s build a video game!
February:
Totally detailed specs
Mar – Nov: developers go away and build to
spec
testing
Go
Live?
This is the first time
many of the
stakeholders or
users see the
“finished product”
And – oh no! there
are major changes!
And this late in the game,
either the changes can’t
happen, will be hugely
costly or will delay the go-
live!
Development takes
longer than
expected
Testing is rushed!
Where it ends up
Finger-pointing and recrimination
More processes, policies, documentation
Major changes kill the timeline and the budget
A New Way of Thinking…
Manifesto for Agile Software Development
We are uncovering better ways of developing software by doing it
and helping others do it. Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
Individuals and interactions over processes and tools
January: Let’s build a video
game!
February:
Totally detailed
specifications
Mar – Aug: developers go
away and build to spec
Sep – Oct:
extensive testing
November:
Go-live!
Decision
Makers Builders Users
Working software over comprehensive documentation
January: Let’s build a video
game!
February:
Totally detailed
specifications
Mar – Aug: developers go
away and build to spec
Sep – Oct:
extensive testing
November:
Go-live!
Comprehensive
Documentation
Software not ready or visible
until end of the project
Responding to change over following a plan
January: Let’s build a video
game!
February:
Totally detailed
specifications
Mar – Aug: developers go
away and build to spec
Sep – Oct:
extensive testing
November:
Go-live!
If testing isn’t
happening until now,
hard to respond to
change
So – let’s do this Agile…
1. Break project into short, complete cycles
2. Focus on outcomes instead of output
3. Make work visible and transparent
4. Track progress
5. Embrace change
6. Eliminate waste
7. Let teams self organize for best results
8. Inspect & adapt
Figure out what you
want to do
Let’s build a highly-addictive
geometric video game!
(still a good way to start)
Create broad specification
(not a detailed specification)
Prioritize
Break into Releases
Release Three
1. Ability to play against friends on FB
Choose small chunk of
work
(something you can accomplish in a few weeks)
Fill in details
Shapes should fall from the top
Mouse can
control
position as
it falls
When it
lands, next
SQUARE
starts
(just for the work you plan to do now)
Do just that small chunk
of work
Thoroughly test just that
chunk of work
(testing as you go, rather than all at the end)
Release-ready code
(live software in front of some users after 2 weeks rather than all at the end)
Return to your list and
repeat
(if things have changed in the past two weeks, there is time to adjust to change)
Analyze: Here are details for dropping a square
Develop: Code dropping a square
Test Dropping a Square
Dropping a Square is Release ready
Now more shapes!
January November
January: Let’s build a video
game!
February:
Totally detailed
specifications
Mar – Aug: developers go
away and build to spec
Sep – Oct:
extensive testing
November:
Go-live!
Waterfall
January November
Analyze
Develop
Test
Release ready
Prioritize Analyze
Develop
Test
Release ready
Prioritize Analyze
Develop
Test
Release ready
Prioritize
Pieces Dropping Piece Rotation Scoring
Agile
In Summary
Waterfall Agile
Everything decided up front vs. Main ideas up-front, details later
All work delivered at the end vs. Work delivered continuously
Massive testing at the end vs. Testing throughout
User feedback late in game vs. User feedback throughout
Many risks left to the end vs. Risks uncovered throughout
Let’s Look at Agile
OUTSIDE of Software Development
How this will run
Introduce a scenario from the ticketing world
Discuss key agile concepts that could be used
Act out the concepts
Discuss
Beck Arena
• Premiere multi purpose
venue
• 18,576 seats
• Hockey, basketball,
Moto-X
• Bieber, Elton John,
Metallica
Monsters of Rock
We need to put the concerts on sale and fulfill ticket distribution.
1 Smashing
Pumpkins
March 7, 8 ,9
2 Radiohead March 19, 20,
21
3 The Tessiturians April 11, 12, 13
Assumptions
Beck Arena has:
o an existing ecommerce website o ‘print at home’ with access control
o a 15 window box office
Out of Scope
Beck Arena has:
o all stage, production and artist requirements
o event security
o Event marketing (excluding web content)
o social & digital media
Create a Vision
“Have a successful on sale and fulfill ticket distribution of the Monsters of Rock Series.”
Break The Vision Into Broad Specifications
o Let’s call them ‘Epics’
o Very high level
o Placeholders
Create broad specification
(not a detailed specification)
Remember this?
Role Play: Epic Story Creation
Now we need to prioritize our items…
o Collaborate
o Strategize at a high level
o Build a roadmap
Role Play: Roadmap Creation
1. Pricing and Fees
2. Seating Maps
3. System - Event Setup
4. Anti-fraud & Scalping
5. Event Reporting
6. Schedule Staff
7. Website Content
8. Facebook Sales
1st
2nd
3rd
4th
Break It Down… User Stories
o A small unit of work o Smaller pieces of a larger epic
o Usually written from the perspective of the
person needing the item
Role Play: User Story Creation
User Stories
example
Releases Summary
Release 1 Release 2 Release 3 Release 4
Pricing and
Fees
Seating Maps
System – Event
Setup
Anti-fraud &
Scalping
Event Reporting Schedule Staff
Website
Content
Facebook Sales
Planning a release
Release One (6 Weeks)
Iteration 1
2 Weeks
Iteration 2 Iteration 3
2 Weeks 2 Weeks
Planning a release
Release One (6 Weeks)
Iteration 1
2 Weeks
Iteration 2 Iteration 3
2 Weeks 2 Weeks
Day 1 : IPM Iteration Planning
Meeting
Day 10 :
Retrospective
Everyday : Daily
Standup
Day 1 : IPM Iteration Planning
Meeting
Day 10 :
Retrospective
Everyday : Daily
Standup
Day 1 : IPM Iteration Planning
Meeting
Day 10 :
Retrospective
Everyday : Daily
Standup
Role Play : Release Planning
Planning a release – 2
Release One
Iteration 1 Iteration 2 Iteration 3
As a web manager, I want a
$5 per ticket processing fee,
to cover our processing costs.
As a box office manager, I
want a maximum of 5 fees. to
help ensure smooth
reconciliation
As a marketer, I want a bottom
ticket price of $50, to ensure
we make a profit.
As a web manager, I want to
eliminate the handling fee for
print at home tickets, to
encourage web sales.
As a marketer, I want a top
ticket price under $300,
because our market is price
sensitive.
As a promoter, I want 15% of
the face value of the ticket, to
cover promotional costs.
As a facility manager, I want a
$5 per ticket maintenance
fee, to ensure the facility is
kept in top shape.
As a presenter, I want 75% of
the face value of the ticket to
a sold capacity of 90%, to
ensure we make a profit.
As a marketer, I want a scaled
house, to ensure we optimize
our revenue.
As a box office manager, I
want a processing fee of $7
per ticket, to cover handling
costs.
Iteration Planning
Release One
Iteration 1
2 Weeks
Day 1 : IPM Iteration Planning
Meeting
Day 10 :
Retrospective
Everyday : Daily
Standup
Card Wall
To Do In Progress Done
As a web manager, I want a
$5 per ticket processing fee,
to cover our processing costs.
As a box office manager, I
want a maximum of 5 fees. to
help ensure smooth
reconciliation
As a marketer, I want a bottom
ticket price of $50, to ensure
we make a profit.
As a web manager, I want to
eliminate the handling fee for
print at home tickets, to
encourage web sales.
Role Play: Iteration Planning
Iteration 1 : Day 1
Release One
Iteration 1
2 Weeks
Day 1 : IPM Iteration Planning
Meeting
Day 10 :
Retrospective
Everyday : Daily
Standup
Card Wall
To Do In Progress Done
As a web manager, I want a
$5 per ticket processing fee,
to cover our processing costs.
As a box office manager, I
want a maximum of 5 fees. to
help ensure smooth
reconciliation
As a marketer, I want a bottom
ticket price of $50, to ensure
we make a profit.
As a web manager, I want to
eliminate the handling fee for
print at home tickets, to
encourage web sales.
Role Play: A Day on the Project
Iteration 1 : Day 1
Release One
Iteration 1
2 Weeks
Day 1 : IPM Iteration Planning
Meeting
Day 10 :
Retrospective
Everyday : Daily
Standup
Card Wall
To Do In Progress Done
As a web manager, I want a
$5 per ticket processing fee,
to cover our processing costs.
As a box office manager, I
want a maximum of 5 fees. to
help ensure smooth
reconciliation
As a marketer, I want a bottom
ticket price of $50, to ensure
we make a profit.
As a web manager, I want to
eliminate the handling fee for
print at home tickets, to
encourage web sales.
Andrew
James
Iteration 1 : Day N
Release One
Iteration 1
2 Weeks
Day 1 : IPM Iteration Planning
Meeting
Day 10 :
Retrospective
Everyday : Daily
Standup
Card Wall
To Do In Progress Done
As a web manager, I want a
$5 per ticket processing fee,
to cover our processing costs.
As a box office manager, I
want a maximum of 5 fees. to
help ensure smooth
reconciliation
As a marketer, I want a bottom
ticket price of $50, to ensure
we make a profit.
As a web manager, I want to
eliminate the handling fee for
print at home tickets, to
encourage web sales.
Andrew
James
Iteration 1 : Day 10
Release One
Iteration 1
2 Weeks
Day 1 : IPM Iteration Planning
Meeting
Day 10 :
Retrospective
Everyday : Daily
Standup
Card Wall
To Do In Progress Done
As a web manager, I want a
$5 per ticket processing fee,
to cover our processing costs.
As a box office manager, I
want a maximum of 5 fees. to
help ensure smooth
reconciliation
As a marketer, I want a bottom
ticket price of $50, to ensure
we make a profit.
As a web manager, I want to
eliminate the handling fee for
print at home tickets, to
encourage web sales.
Andrew
James
Retrospective – Prime Directive
Regardless of what we discover,
We understand and truly believe that everyone did the best job he or she could,
given what was known at the time,
his or her skills and abilities,
the resources available,
and the situation at hand.
Retrospective : the three questions
What went well?
What could have gone better?
What is puzzling us?
Action Items
Clearly Defined actionable items
Assign responsibility
Check status of action items from last retrospective
Role Play: Retrospective
Iteration 2 : Day 1
Release One
Iteration 1
2 Weeks
Day 1 : IPM Iteration Planning
Meeting
Day 10 :
Retrospective
Everyday : Daily
Standup
Card Wall
To Do In Progress Done
As a web manager, I want a
$5 per ticket processing fee,
to cover our processing costs.
As a box office manager, I
want a maximum of 5 fees. to
help ensure smooth
reconciliation
As a marketer, I want a bottom
ticket price of $50, to ensure
we make a profit.
As a web manager, I want to
eliminate the handling fee for
print at home tickets, to
encourage web sales.
Andrew
James
As a marketer, I want a top
ticket price under $300,
because our market is price
sensitive.
As a promoter, I want 15% of
the face value of the ticket, to
cover promotional costs.
As a facility manager, I want a
$5 per ticket maintenance
fee, to ensure the facility is
kept in top shape.
As a presenter, I want 75% of
the face value of the ticket to
a sold capacity of 90%, to
ensure we make a profit.
Iteration 2 : Day 1
Release One
Iteration 1
2 Weeks
Day 1 : IPM Iteration Planning
Meeting
Day 10 :
Retrospective
Everyday : Daily
Standup
Card Wall
To Do In Progress Done
As a web manager, I want a
$5 per ticket processing fee,
to cover our processing costs.
As a box office manager, I
want a maximum of 5 fees. to
help ensure smooth
reconciliation
As a marketer, I want a bottom
ticket price of $50, to ensure
we make a profit.
As a web manager, I want to
eliminate the handling fee for
print at home tickets, to
encourage web sales.
James
As a marketer, I want a top
ticket price under $300,
because our market is price
sensitive.
As a promoter, I want 15% of
the face value of the ticket, to
cover promotional costs.
As a facility manager, I want a
$5 per ticket maintenance
fee, to ensure the facility is
kept in top shape.
As a presenter, I want 75% of
the face value of the ticket to
a sold capacity of 90%, to
ensure we make a profit.
Andrew
Release Summary - Stories
Release One
Iteration 1 Iteration 2 Iteration 3
As a web manager, I want a
$5 per ticket processing fee,
to cover our processing costs.
As a box office manager, I
want a maximum of 5 fees. to
help ensure smooth
reconciliation
As a marketer, I want a bottom
ticket price of $50, to ensure
we make a profit.
As a web manager, I want to
eliminate the handling fee for
print at home tickets, to
encourage web sales.
As a marketer, I want a top
ticket price under $300,
because our market is price
sensitive.
As a promoter, I want 15% of
the face value of the ticket, to
cover promotional costs.
As a facility manager, I want a
$5 per ticket maintenance
fee, to ensure the facility is
kept in top shape.
As a presenter, I want 75% of
the face value of the ticket to
a sold capacity of 90%, to
ensure we make a profit.
As a marketer, I want a scaled
house, to ensure we optimize
our revenue.
As a box office manager, I
want a processing fee of $7
per ticket, to cover handling
costs.
Release Summary - Iterations
Release One (6 Weeks)
Iteration 1
2 Weeks
Iteration 2 Iteration 3
2 Weeks 2 Weeks
Day 1 : IPM Iteration Planning
Meeting
Day 10 :
Retrospective
Everyday : Daily
Standup
Day 1 : IPM Iteration Planning
Meeting
Day 10 :
Retrospective
Everyday : Daily
Standup
Day 1 : IPM Iteration Planning
Meeting
Day 10 :
Retrospective
Everyday : Daily
Standup
Releases Summary
Release 1 Release 2 Release 3 Release 4
Pricing and
Fees
Seating Maps
System – Event
Setup
Anti-fraud &
Scalping
Event Reporting Schedule Staff
Website
Content
Facebook Sales
Summary
1. Break project into short, complete cycles
Releases, Iterations, Epic Stories, User Stories
2. Focus on outcomes instead of output
Prioritize, Delivery stories with maximum user value first
3. Make work visible and transparent
Card Wall, Daily Standup, Retrospective
4. Track progress
Release Planning, Iteration Planning, Card Wall
Summary
5. Embrace change
All phases are open for modification, (Release Planning, Iteration Planning, Daily Standup)
6. Eliminate waste
Identify blocks at daily standup, retrospective and iteration planning
7. Let teams self organize for best results
Card signup at standup
8. Inspect & adapt
Retrospective, Daily Standup, Iteration Planning
Using Agile Tomorrow
Try a retrospective as a routine part of your process (every two weeks, one a
month, etc.)
Try daily standups (a refreshing way to rethink the “daily check in meeting”)
Invite stakeholders/interested parties into your planning meetings
Start a project with broad brush-strokes and don’t get hung up on details until
you have to
Questions?
References
The Wall Street Journal recently posted on how modern families are using agile to improve communication within the family.
http://online.wsj.com/news/articles/SB10001424127887323452204578288192043905634
NPR has written about how they are using agile to reduce the costs of their programming by up to 66%.
http://www.innovation-series.com/2013/10/23/nprs-gone-agile-even-their-newsroom/
Here’s a recent TED talk about again, using agile in the family.
http://www.ted.com/talks/bruce_feiler_agile_programming_for_your_family.html
The Director of Marketing for REI recently published a video talking about how they use agile for marketing at REI.
http://moz.com/blog/agile-marketing-whiteboard-friday
http://www.cmo.com/content/cmo-com/home/articles/2013/2/14/agile_marketing_is_m.html
Finally, there was a recent article on Forbes about how agile is the “best kept management secret on the planet”.
http://www.forbes.com/sites/stevedenning/2012/04/09/the-best-kept-management-secret-on-the-planet-agile/