1. Results of self-organization in the service oriented team
Intel Agile and Lean Development Conference
Krzysztof Turek
22-23/05/2014

2. Intel Agile and Lean Development Conference
Agenda
The story of service oriented team evolution
Self-Organization
The results of self-organization
Process Team Process Team started thinking innovatively to make its work easier and more satisfied. This just has been achieved!
Self-organization: The level of a team maturity in many layers: emotional, technical, organizational rather than a reaction on putting together some adequate elements.
As a result, presented are integrated solutions leveraging the quality of SW products, agility in services, tools, and
environment resource utilization
Intel Agile and Lean Development Conference 2

3. Process Team Evolution
ScrumBan
Scrum
2010
2011
2012
2013
Kanban
1. Coaching – Intel Emergent Systems and Coaching
Evolution triggered by the team

4. Geo distributed infrastructure Geo distributed development teams
Process Team Start-Up
Management
Diverse Skills
Joint Process Team (PT)
Agile Coaching
Geo distributed infrastructure
Geo distributed development teams
1. Coaching – Intel Emergent Systems and Coaching
TEAM – innovation incubator

5. Pocess Team Scope of Duty
Project Support
Code Review
Infrastructure
SW Legal
Change Mgmt.
Defect Tracking
UT/Static Analysis
Test Framework
Version
Control *
Build System *
Planning & Tracking
How to control all aspects of the development:
Development team requests
Developent environment
Code review
Unit Tests and Static Code Analysis
Defect Tracking System
Test Framework
Version Control
Planning and tracking
Build System
Releases
SW Legal Compliance
Release
Bring the development configuration chaos under control
Planning

6. How to make customers happy?
Challenges
How to assure continuous support on a daily, weekly, and monthly basis?
How to be predictable in planning?
How to handle unplanned tasks?
How to improve toolset and processes, but also be reactive?
And in the end… How to make our customers happy?
How to make customers happy? 6

7. Make a group of people the team
Take 1: Kan-Ban M E M E
Actions:
Make the group of people a team
Define development and release processes
Technical meetings
Self-tracking in RTC
Limit the number of supported tools
Assure continous integration
define development and release processes
common SCM tools to all supported projects
Make a group of people the team

8. How to make customers happy?
Take 1: Kan-Ban
How to make customers happy? 8

9. Select Processes for Integration
Take1: Kan-Ban
Manual processes
Many Tools
Deluge of requests
Select Processes for Integration
Release
Cont. Int. Builds
Code Review
Code Quality
IBM* ClearCase*/Git*
QuickBuild*
ClearQuest/HSD*
ReviewBoard*
KlocWork*
Limit the Toolset
IBM* Rational Team Concert*
Track your Tasks&Req.
Problems:
Too much time spent on manual processes
Deluge of requests
Too many tools for support
We are the team – Let’s use common toolset (Technical meetings)
Actions:
Select Processes for Integration – most time consuming first
Track your work in a tracking system
Limit the number of supported tools
„The Power of Less” – Leo Babauta

10. Example: Automated Build Process
Klocwork
Static code
analysis
Report
Developers
Release
website
Build system
Cluster
Storage
Code
Compilation
Artifacts
Publish
Git/CC
SCS
Create
build
record
Legal
compliance
Product
Artifacts
Protex
Automated Tests Framework
Test Results
Customers
HSD/CQ
Select processes for maximum gain

11. Take 1: Kan-Ban Delayed Manual work No planning support No control
of the env.
Thunders breaking through the team umbrellas:
Difficult to say when the task will be done
Still much of manual work
Some services are not provided on time for many reasons, one of them is…
Lack of the control of the environment – IT supported computing infrastructure
Improvement loopback

12. Organize as your client Service/Tools Catalog
Take 2: SCRUM
Organize as your client
We are predictable!
We follow the sprint plan!
We measure how well we are doing!
Scrum of Scrums
Common services
Easy backup
Shared infrastructure and resources
Cloud computing
Service/Tools Catalog
Agile Environment
Organize yourself as your client is
We are predicable – we follow the sprint tasks!
We gathered the data on how we are doing
Psyhlogical meaning
2. Huge progress by:
Scrum Ceremonies
Process Team – Development Teams communication
Common language – better understanding
Flexible and separated environment – Virtual Computing – private cloud
Common services and processes
Easy backup of SCME between projects and departments
Single point of contact (IT support limited to minimum)
Shared infrastructure and resources
Agile development requires agile environment

13. Example: One-Click Release
QuickBuild
BUILD_150
BUILD_151
BUILD_151
BUILD_152
BUILD_153
Release Robot
BUILD_154
BUILD_155
1. With one click you have on the release server:
Package
KlocWork report
Protex report
AntiVirus report
Licenses
2. Reliable releases
Automatically created and verified
Practically no overhead from SCME
Managers are more willing to distribute the potentially shipped content to clients
3. Innovative thinking
There always is at least the one who who has good ideas
Manager - observer
BUILD_156
151
Every build can be released with one clik!

14. Take2: SCRUM No time for improvment Handling Long term planning
unplanned tasks
SCRUM didn’t fully fit process oriented team
No room for unplanned tasks requested from the development teams
Improvments endlessly postponed
But still we didn’t want to give up SCRUM ceremonies, which were proven way to self-control and self-improvment:
Daily standup meetings
Retrospectives
Do less to achieve more

15. Client satisfaction generator
Take3: SCRUM-Ban
Handling not planned tasks
Nimble reaction to clients needs
Timeslot for self-development and process improvement
Satified clients
Client satisfaction generator

16. Results of Self-Organization
Project Support
Processes
Tools
Environment
Communication
Re Activity
Satisfaction
QuickBuild*
Automation
ReviewBoard*
Test Env.
Results of 20% of the time spent on improvments and self-development (sharpening the axe)
Independent environment managed by Process Team - Redundant and powerfull building environment located in private cloud
Improved communication with our clients – dev. Teams - Common language and understanding
3. Satisfaction - delivery through planning the work
2. Automated processes – processes are application aided and simplified
3. Integrated tools
Protex*
Simplification
Git*
HSD
Klocwork
Configuration management under control

17. Results of Self-Organization
Engineers are for writing code, toolset is for making it easier
Reduction of process overhead for engineering
Processes simplification
Agile development = Agile environment
More automation in processes
Innovative toolset
Automated quality reports
Q4’2011
Q3’2012
~30% less
Q4’2013
~50% less
Focus on essentials, eliminate the rest 17

18. Results of Self-Organization
Gear 1
Start-Up Project
Continuous Integration
Continuous
Integration
Gear 2 (G1+)
Enforced Code Review
Review Driven Development
Code Review
ReviewBoard
Defect
Code Review Order
Gear 3
CMMI 2 Project
Bugtracking
Builds Mngt
Version Control * or
ALM
Build System
QuickBuild
Shepherd
Defect
Build
Gear 4
CMMI 3 & 4 Projects
Requirements and Tests Mngt
Defect
Requirements Management
Tests Management
RTC
Project Management CENTER
Planning & Tracking
Test Case
Test Result
Build
Gear 5
Integration with RTC
Maximum control over SW quality
Project Management Terminal
What does it mean to our teams
Tols integration level depends on requirements
Flexibility through the automation
Automated Tests Framework
MultiTester, FTF, etc.
Agile environment for agile teams 18

19. Side-effects of self-organiztion
Summary
40 software projects
850 configurations
300 releases a year
5500 builds a month
Still…. 7 people
We started self-organization to make our lives easier
Side-effects of self-organiztion 19

20. Intel Agile and Lean Development Conference
Take Aways
Let the team decide how to work
Give the team time for self-development
Encourage to innovative thinking
Be Agile and like changes
The team is the place where the initiative and innovation arise
Set up goals and step back – let the team decide how to achieve the goal
If you are a manager - don’t affraid of giving the team a free hand – there always will be somebody who take the leadership
Intel Agile and Lean Development Conference

21. Legal Notices
This presentation is for informational purposes only. INTEL MAKES NO WARRANTIES, EXPRESS OR IMPLIED, IN THIS SUMMARY.
[BunnyPeople, Celeron, Celeron Inside, Centrino, Centrino Inside, Core Inside, i960, Intel, the Intel logo, Intel Atom, Intel Atom Inside, Intel Core, Intel Inside, the Intel Inside logo, Intel NetBurst, Intel NetMerge, Intel NetStructure, Intel SingleDriver, Intel SpeedStep, Intel Sponsors of Tomorrow., the Intel Sponsors of Tomorrow. logo, Intel StrataFlash, Intel Viiv, Intel vPro, Intel XScale, InTru, the InTru logo, InTru soundmark, Itanium, Itanium Inside, MCS, MMX, Pentium, Pentium Inside, skoool, the skoool logo, Sound Mark, The Journey Inside, vPro Inside, VTune, Xeon, and Xeon Inside] are trademarks of Intel Corporation in the U.S. and other countries.
*Other names and brands may be claimed as the property of others.
Microsoft, Windows, and the Windows logo are trademarks, or registered trademarks of Microsoft Corporation in the United States and/or other countries.
Java and all Java based trademarks and logos are trademarks or registered trademarks of Sun Microsystems, Inc. in the U.S. and other countries.
Bluetooth is a trademark owned by its proprietor and used by Intel Corporation under license.
Intel Corporation uses the Palm OS® Ready mark under license from Palm, Inc.
Copyright © 2014, Intel Corporation. All rights reserved.
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This presentation is for informational purposes only. INTEL MAKES NO WARRANTIES, EXPRESS OR IMPLIED, IN THIS SUMMARY.
[BunnyPeople, Celeron, Celeron Inside, Centrino, Centrino Inside, Core Inside, i960, Intel, the Intel logo, Intel Atom, Intel Atom Inside, Intel Core, Intel Inside, the Intel Inside logo, Intel NetBurst, Intel NetMerge, Intel NetStructure, Intel SingleDriver, Intel SpeedStep, Intel Sponsors of Tomorrow., the Intel Sponsors of Tomorrow. logo, Intel StrataFlash, Intel Viiv, Intel vPro, Intel XScale, InTru, the InTru logo, InTru soundmark, Itanium, Itanium Inside, MCS, MMX, Pentium, Pentium Inside, skoool, the skoool logo, Sound Mark, The Journey Inside, vPro Inside, VTune, Xeon, and Xeon Inside] are trademarks of Intel Corporation in the U.S. and other countries.
*Other names and brands may be claimed as the property of others.
Microsoft, Windows, and the Windows logo are trademarks, or registered trademarks of Microsoft Corporation in the United States and/or other countries.
Java and all Java based trademarks and logos are trademarks or registered trademarks of Sun Microsystems, Inc. in the U.S. and other countries.
Bluetooth is a trademark owned by its proprietor and used by Intel Corporation under license.
Intel Corporation uses the Palm OS® Ready mark under license from Palm, Inc.
Copyright © 2009, Intel Corporation. All rights reserved. 21

22. Intel Agile and Lean Development Conference
Q & A
10 minutes of questions from the audience
Intel Agile and Lean Development Conference

23. Backup 23

24. Results of Self-Organization
Q4’2013
Q3’2012
Q4’2011
Gear 5
Gear 4
Gear 3
Gear 2
Gear 1
How effectively reduce processes related effort without decrease in SW quality?
~30%
~15%
Processes Maintanace Effort
Q4’2011
IT infrastructure
Cruise Control
NetBatch/WTS
Builds defect driven
Release (manual)
SCME attached to specific project
Q3’2012
PT infrastructure
QuickBuild
ClearCase/CQ
Builds top driven
Release (semi automatic)
Shadow builds
SCME as project coordinator
Q2’2014
PT infrastructure (fully based on cloud computing)
PMC
Git/HSD
Distributed QB
Build review driven (Shepherd)
Release (automated services)
Agile SCME
Automation 24