1. Copyright © 2007 Tele Atlas. All rights reserved. Scrum In A Dispersed Environment: The Tele Atlas Story Bruce Radloff, Chief Technology Officer Steve Habermas, Vice President Technology

2. Copyright © 2007 Tele Atlas. All rights reserved.2 Tele Atlas Background Global provider of digital maps and dynamic content 16.3 million miles across 73 countries 1.8 billion people/ addresses 24+ million POIS 2,400 employees and contractors Dynamic content, real world features

3. Copyright © 2007 Tele Atlas. All rights reserved.3 Global Experience Across Multiple Markets Automotive Navigation Enterprise and Government Portable Navigation Internet Mapping Wireless and LBS

4. Copyright © 2007 Tele Atlas. All rights reserved.4 73 Countries; With Tele Atlas Connect 200+ Worldwide 26.2 Million KM 16.3 Million Miles Worldwide Addresses 1.8 Billion 2006 investments: $180 million Asia Pacific 4.1 Million KM 2.6 Million Miles Worldwide POIs 24+ Million North & South America 12.6 Million KM 7.8 Million Miles A Long History of Development and Investment EMEA 9.5 Million KM 5.9 Million Miles

5. Copyright © 2007 Tele Atlas. All rights reserved.5 Managing Map Changes Worldwide Web Crawler Tools Zoning board approves new subdivision Consumer Adds adjusted house number Satellite Image Shows a discrepancy Tele Atlas Partner Submits new street information Cars Drivers and testers Mobile Mapping Vans Faster, more accurate Gov. Partner State DOT approves new highway

6. Copyright © 2007 Tele Atlas. All rights reserved.6 Our Drive Advantage: Mobile Mapping Vans 1,756,216 km Driven by fewer mobile mapping vans in same timeframe 175,976 km Driven by systematic field survey 4.59 Billion Images Captured by Mobile Mapping Vans

7. Copyright © 2007 Tele Atlas. All rights reserved.7 The Data We Manage  51 Terabytes (51,000 Gigabytes) required for disk storage CN TowerBurj DubaiTaipei 101 553.3 m (1815 ft) 556.1 m (1758 ft) Current Height 508 m (1667 ft) 51,000 Gigabytes 586.1 m (1923 ft)

8. Copyright © 2007 Tele Atlas. All rights reserved.8 Project Context  Build global production system to replace two existing systems  Focus on time-to-market, quality improvement and decrease costs  Refresh technology stack Global System Current Systems

9. Copyright © 2007 Tele Atlas. All rights reserved.9 Global Development Challenges  Organizational  Regional engineering teams  Spread of domain and technical skills  Multiple mergers => multiple platforms  Project means to globalize company  Technical  Existing platforms used different mix of technologies  No common development standards or tools Needed an approach that supported geographically distributed development team Needed an approach to move from “religious technology” debate to implementation

10. Copyright © 2007 Tele Atlas. All rights reserved.10 Global Development Challenges Legacy  Technology  C++  Delphi  Python  Binary data files  Informix  Oracle  Tools  Microsoft Visual Studio  Borland Today  Technology  Java 2 Standard Edition  XML  Oracle  Tools  Eclipse  Maven  Bamboo  JUnit, DbUnit & XMLUnit  PMD  JProfiler  Clover  Collaboration - IM, Twiki, VoIP

11. Copyright © 2007 Tele Atlas. All rights reserved.11 Initial Approach to Globalization  Team Creation  Formed cross functional development team with engineers from regions  Augmented team with contractors for technical skills  Opted for new technology stack

12. Copyright © 2007 Tele Atlas. All rights reserved.12 Why Agile?  Two previous attempts cancelled  “Analysis paralysis” pervasive  Wanted disciplined mechanism for isolating developers from churn of “day-to-day” interruptions  Strong experienced-based reservations with traditional methodologies

13. Copyright © 2007 Tele Atlas. All rights reserved.13 Why Agile?  Begin implementation to learn by doing, show progress via working software  Daily scrums, monthly sprint reviews, planning, retrospectives good mechanisms to achieve collaborative, distributed development  Leverage approach that allowed for early and often inspection and adaptation  Example - ORM layer

14. Copyright © 2007 Tele Atlas. All rights reserved.14 The Control Group  Hired separate development team with Agile experience  Applied “textbook” Scrum and Agile  Co-located Scrum teams  Smaller scale projects  TDD  Pair programming  Successful in quick time-to-market application development  Helped validate the Agile approach with delivered business value  Provided reference point for comparing results

15. Copyright © 2007 Tele Atlas. All rights reserved.15 Lessons Learned What Went Well  Incremental, iterative progress via working software for large scale, complex system  Scrum of Scrum  Achieved effective, truly global development team  Ability to inspect and adapt on the design, implementation and team  Ability to efficiently identify and quickly select from multiple implementation options  Most members of project team enjoy focused, team approach  Investment in relationship building and monthly co-locations

16. Copyright © 2007 Tele Atlas. All rights reserved.16 Lessons Learned What Could Have Been Improved  Better mix of engineering and domain skills  Too optimistic in assuming the speed and effectiveness of the cross fertilization effect  Underestimated time/energy required to ramp up domain, engineering skills  Use of pair programming  Shifting developer mindset to TDD  More aggressive identification of best practices and training on design/code smells

17. Copyright © 2007 Tele Atlas. All rights reserved.17 Post Inspection Actions Taken Pursuing more pairing between distributed & co-located team members Instituted formal code review process Formally named Chief Engineer to provide architecture and implementation vision clarity and do’s and don’ts on coding Established engineering and domain lead for each Scrum Team Evaluating options to co-locate as many of the individual scrum teams as possible while maintaining a global development team Dramatically increased training efforts

18. Copyright © 2007 Tele Atlas. All rights reserved.18 Striving for Improvement Scrum Team Domain Skills Engineering Skills Team Culture Domain Lead Engineering Lead Scrum Master

19. Copyright © 2007 Tele Atlas. All rights reserved.19 Are We Sticking With Scrum? You Bet!  Improved development team’s ability to deliver incremental business value  Provides much better transparency than alternative approaches

20. Copyright © 2007 Tele Atlas. All rights reserved.20 Changing the Business Culture  Achieved positive results  Effective Product Owners who understand the business problem and have worked with us on improving degree of agility  Product Owners able to filter the chaotic, contradictory input of stakeholders  Work remaining…  Most stakeholders still just want to know “when is it going to be done and how much will it cost”

21. Copyright © 2007 Tele Atlas. All rights reserved.21 Final Thoughts  Scrum provides a compelling framework for continual inspection and adaptation  Exposes problems that have “always” existed  Important to not blame Scrum for causing the problem  Some problems require significant courage to tackle  Our advice - Go For It!

22. Copyright © 2007 Tele Atlas. All rights reserved.22 What We’d Like To Discuss With You…  Accounting for innovation in release planning  Improving the collaboration and effectiveness of distributed development team members  Dealing with the impedance mismatch between Product Ownership and traditional program management Q & A