1. Pathway to ESP in an Established Enterprise The Xbox Journey Eric Brechner Dev Manager, Windows & Xbox 9:00 am

2. Outline A short history of Windows and Xbox The barriers to Kanban and ESP in the enterprise When different planning and execution cultures clash (role-play) A phased pathway to ESP in an established enterprise Joint planning with established enterprise and Kanban (exercise) Reporting of estimates and status into the enterprise (exercise) Coordination and release of enterprise components (exercise) Embracing ESP at scale through further componentization of services 9:05 am

3. A short history of Windows and Xbox 1995 Windows 95 2001 Windows XP 2009 Windows 7 2012 Windows 8 1998 DirectX box 4 people 2001 Original Xbox Home and Retail Product group 2005 Xbox 360 Entertainment & Devices Division 2013 Xbox One Interactive Entertainment Business 2013 Windows, Phone, and Xbox Combine 2015 Windows 10 15,000+ Engineers (2,000+ in Xbox) 9:10 am A short history of Windows and Xbox The barriers to Kanban and ESP in the enterprise When different planning and execution cultures clash (role-play) A phased pathway to ESP in an established enterprise Joint planning with established enterprise and Kanban (exercise) Reporting of estimates and status into the enterprise (exercise) Coordination and release of enterprise components (exercise) Embracing ESP at scale through further componentization of services

4. The barriers to Kanban and ESP in the enterprise Perceptions Lack of planning Lack of commitment Lack of alignment Lack of predictability Lack of control Lack of visibility Realities Mismatched quality Mismatched execution Mismatched terminology 9:20 am A short history of Windows and Xbox The barriers to Kanban and ESP in the enterprise When different planning and execution cultures clash (role-play) A phased pathway to ESP in an established enterprise Joint planning with established enterprise and Kanban (exercise) Reporting of estimates and status into the enterprise (exercise) Coordination and release of enterprise components (exercise) Embracing ESP at scale through further componentization of services

5. When different planning and execution cultures clash (role play) A Scrummerfall app team and a Kanban web service team are dependent on each other The app uses the web service to list downloadable content, and launches the web UI to complete purchases The teams meet to set a schedule for the big game-conference release Read your team’s private briefing notes, before the meeting starts THE GOAL: A schedule for handoffs, validation, and release. Finish by 9:50 am 9:30 am A short history of Windows and Xbox The barriers to Kanban and ESP in the enterprise When different planning and execution cultures clash (role-play) A phased pathway to ESP in an established enterprise Joint planning with established enterprise and Kanban (exercise) Reporting of estimates and status into the enterprise (exercise) Coordination and release of enterprise components (exercise) Embracing ESP at scale through further componentization of services

6. When different planning and execution cultures clash (review) What did you argue about? How did you resolve your disputes? What did you agree on? How are the teams different, and how are they the same? 9:50 am A short history of Windows and Xbox The barriers to Kanban and ESP in the enterprise When different planning and execution cultures clash (role-play) A phased pathway to ESP in an established enterprise Joint planning with established enterprise and Kanban (exercise) Reporting of estimates and status into the enterprise (exercise) Coordination and release of enterprise components (exercise) Embracing ESP at scale through further componentization of services

7. A phased pathway to ESP in an established enterprise PhaseDescriptionESP Stage 1Lean starts to take hold in various aspects of the business 2Some independent services adopt Kanban 3Some integrated services incorporate Kanban into enterprise planning and execution 4Enterprise deliberately breaks into services1 5Kanban spreads among all services2 6Feedback loop put in place between services3 10:00 am A short history of Windows and Xbox The barriers to Kanban and ESP in the enterprise When different planning and execution cultures clash (role-play) A phased pathway to ESP in an established enterprise Joint planning with established enterprise and Kanban (exercise) Reporting of estimates and status into the enterprise (exercise) Coordination and release of enterprise components (exercise) Embracing ESP at scale through further componentization of services

8. Joint planning with established enterprise and Kanban (exercise) You run a Kanban team within a large division Most of the 100+ teams use some variant of Scrummerfall Your team’s components contribute to 6 of 50 planned scenarios Central planning is asking every team for the following: Estimates for all work items A list of all dependencies (takers and givers) A work schedule that reflect priorities and timing of dependencies THE GOAL: Define a strategy for populating your backlog and meeting central planning’s request. (Hint: granularity and precision are key.) Finish by 10:30 am 10:10 am A short history of Windows and Xbox The barriers to Kanban and ESP in the enterprise When different planning and execution cultures clash (role-play) A phased pathway to ESP in an established enterprise Joint planning with established enterprise and Kanban (exercise) Reporting of estimates and status into the enterprise (exercise) Coordination and release of enterprise components (exercise) Embracing ESP at scale through further componentization of services

9. Coffee break Be back at 11:00 am sharp 10:30 am

10. Joint planning with established enterprise and Kanban (review) What granularity of work items did you pick? What level of precision did you target? What was your strategy? Xbox strategy: Based on planning discussions, determine MVP deliverables T-shirt cost those deliverables to create a proposed schedule Share the schedule with dependencies and iterate on order and timing Order backlog based on resulting schedule 11:00 am A short history of Windows and Xbox The barriers to Kanban and ESP in the enterprise When different planning and execution cultures clash (role-play) A phased pathway to ESP in an established enterprise Joint planning with established enterprise and Kanban (exercise) Reporting of estimates and status into the enterprise (exercise) Coordination and release of enterprise components (exercise) Embracing ESP at scale through further componentization of services

11. Reporting of estimates and status into the enterprise (exercise) You run a Kanban team within a large division Most of the 100+ teams use some variant of Scrummerfall Your team’s components contribute to 6 of 50 planned scenarios Central planning and dependent teams want the following: Daily work item status (Pending, Active, Complete) in online tracking system Updated completion dates for your deliverables Monthly reviews of deliverable progress, issues, and risks THE GOAL: Define a strategy for updating online tracking system, and providing the desired information with the least overhead. Finish by 11:30 am 11:10 am A short history of Windows and Xbox The barriers to Kanban and ESP in the enterprise When different planning and execution cultures clash (role-play) A phased pathway to ESP in an established enterprise Joint planning with established enterprise and Kanban (exercise) Reporting of estimates and status into the enterprise (exercise) Coordination and release of enterprise components (exercise) Embracing ESP at scale through further componentization of services

12. Reporting of estimates and status into the enterprise (review) How did you decide to use the online tracking system? What strategy did you use to minimize overhead? How did you prepare for the monthly reviews? Xbox strategy: Update deliverables online once a day (tasks are not tracked online) Estimate based on task completion rates and task breakdown Only one team member updates deliverables Collect issues and risks at weekly leads meetings, and transfer them monthly to review deck 11:30 am A short history of Windows and Xbox The barriers to Kanban and ESP in the enterprise When different planning and execution cultures clash (role-play) A phased pathway to ESP in an established enterprise Joint planning with established enterprise and Kanban (exercise) Reporting of estimates and status into the enterprise (exercise) Coordination and release of enterprise components (exercise) Embracing ESP at scale through further componentization of services

13. Coordination and release of enterprise components (exercise) You run a Kanban team within a large division Most of the 100+ teams use some variant of Scrummerfall Your team works in a topic branches Your topic branches integrate into scenario branches on a fixed schedule Central planning and dependent teams want the following: Deal effectively with schedule changes Update dates on when deliverables will reach their scenario branches The branch location of deliverables and fixes at any given time THE GOAL: Define a strategy for integrating and tracking deliverables. Finish by 12:00 pm 11:40 am A short history of Windows and Xbox The barriers to Kanban and ESP in the enterprise When different planning and execution cultures clash (role-play) A phased pathway to ESP in an established enterprise Joint planning with established enterprise and Kanban (exercise) Reporting of estimates and status into the enterprise (exercise) Coordination and release of enterprise components (exercise) Embracing ESP at scale through further componentization of services

14. Coordination and release of enterprise components (review) What do you do when dependencies are late? How did you compute when deliverables would integrate? When did you choose to integrate topic branches? How did you track the branch location of deliverables? Xbox strategy: 12:00 pm A short history of Windows and Xbox The barriers to Kanban and ESP in the enterprise When different planning and execution cultures clash (role-play) A phased pathway to ESP in an established enterprise Joint planning with established enterprise and Kanban (exercise) Reporting of estimates and status into the enterprise (exercise) Coordination and release of enterprise components (exercise) Embracing ESP at scale through further componentization of services

15. PhaseDescriptionESP Stage 1Lean starts to take hold in various aspects of the business 2Some independent services adopt Kanban 3Some integrated services incorporate Kanban into enterprise planning and execution 4Enterprise deliberately breaks into services1 5Kanban spreads among all services2 6Feedback loop put in place between services3 12:10 pm A short history of Windows and Xbox The barriers to Kanban and ESP in the enterprise When different planning and execution cultures clash (role-play) A phased pathway to ESP in an established enterprise Joint planning with established enterprise and Kanban (exercise) Reporting of estimates and status into the enterprise (exercise) Coordination and release of enterprise components (exercise) Embracing ESP at scale through further componentization of services

16. Choose a directory in mega-build Make directory drop a NuGet package to repository Build dependent directories against repository Copy directory to a small repo Create small build that just drops NuGet package to repository Remove directory from mega- build Gradually componentize mega- builds (example at left) The small repos can now be independently deployed Independent teams adopt Kanban Introduce feedback loops between services ESP is yours! 12:02 pm A short history of Windows and Xbox The barriers to Kanban and ESP in the enterprise When different planning and execution cultures clash (role-play) A phased pathway to ESP in an established enterprise Joint planning with established enterprise and Kanban (exercise) Reporting of estimates and status into the enterprise (exercise) Coordination and release of enterprise components (exercise) Embracing ESP at scale through further componentization of services

17. Wrap-up Top-down can meet bottom-up Pilot Kanban with flexible teams Expand Kanban to integrated teams Adapt Kanban into existing practices Componentize and scale Kanban to the enterprise For more details read: Agile Project Management with Kanban Agile Project Management with Kanban 12:20 pm

18. Appendix

19. Scrummerfall app team briefing notes Your team has been making Win32 apps for years. Thanks to detailed planning and comprehensive testing, you’ve consistently hit your dates with high quality. Nowadays, your division organizes by monthly sprints, and your app runs on many different phones, but you still plan and execute the successful way you always have. This release, your app depends on an “Agile Kanban” team, which provides a web service to list downloadable content and a web UI to complete purchases. These Kanban folks don’t plan ahead, they take too long to code everything, they don’t do comprehensive testing, and they always expect your code to be perfect. It’s January, the big game conference is in mid June, and this Kanban team can’t tell you when their deliverables will be ready beyond February, and want to work right through May instead of stabilizing for the big show. It’s a nightmare, but somehow you’ve got to make it work.

20. Kanban web service team briefing notes Your team continuously deploys its services daily. Kanban has been a perfect fit for the responsive way you work, and the high quality your customers expect. Nowadays, your division organizes by monthly “sprints,” but since Kanban can fit any cadence, that’s no problem. This release, an antiquated app team depends on your downloadable content web service and payment web UI. They want completion dates for every feature you deliver, and complain bitterly about your bloated estimates, yet their code that uses your web service and web UI is grossly incomplete and unreliable. It’s January, and the app team demands specific dates for all deliverables through April. They insist all coding cease by May 1 st, but they’re actually using May and half of June to fix their broken and incomplete code, so that it’s working for the big game conference in mid June. Meanwhile, they expect your team to do nothing during those six weeks. It’s a nightmare, but somehow you’ve got to make it work.