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Symantec eCommerce
  (buy.norton.com)
  experience report
 - Adesh Agarwal, Ebay; and Ravi Tadwalkar, Cisco


           Enterprise Agile
                means
          Succeeding with
            bit of process
                  and
         more of collaboration
Agenda
● Program Charter, Business Driver & Goals

● Brief History of "failing slow" twice

● Inheriting Legacy- Train model & RUP baggage

● Size of Hybrid, multi-vendor & multi-geo PMO

● Velocity "Drags" We Faced

● Success Toolkit- Collaborate, Collaborate & Collaborate!
  ○ Product Management
  ○ Engineering
  ○ Build/Release Management
  ○ Command Center for Application Monitoring

● Success Factors & Lessons Learned
Program Charter, Business Driver & Goals

Charter for “Las Vegas” program:
●   to create an internally owned and operated eCommerce buy.norton.com to
    support Consumer/Small/OEM BUs.

Business Driver-
●   Company eCommerce sites were developed by an external provider,
    except for renewal business.
●   This created major business problem of paying a significant margin.

Business goals-
●   To focus on both Acquisition and Retention business workflows for Online
    Sales Channel, to:
     ○ increase sales margin, revenue parity & maintain business continuity
     ○ gain control over B2C & B2B platforms built-from-scratch.
Brief History of "failing slow" twice

● Before we joined
   ○   Two attempts to create eCommerce (B2C) & eBusiness (B2B)
   ○   However, result was successive and slooooow failures.

● Symptoms & Root causes
   ○ Lack of strong partnership / vendor relations
     ■ choice of (wrong) framework & technology
   ○ Lack of management commitment & perseverance
     ■ using RUP-based iterative process in wrong way
            ● big requirements up front- large # of SUCs, each ~20 page
            ● big design up front- via big design overview handbook
            ● no PoC/spikes to solidify requirements capture & architecture
            ● "boards" for everything- ceremonies of inspections & reviews
       ■   focus was on up-front planning, not on execution
       ■   middle-management heavy PMO structure
Inheriting Legacy- Train model & RUP baggage

● Train Model- Not same as software release trains
  ○ Based on initial scope, PMO created 6 feature teams & 2 transient
        teams. We used "train" as system metaphor for each feature team,
        and sub-teams based on cars (“compartments”) of each train.
         ■ 6 Feature teams:
             T1:Catalog; T2: eStore; T3: Integration; T4: Support; T5: BI/DW; T6:Framework
         ■   2 transient teams:
             T0: Build/Release process definition, App Monitoring: for Ops control & monitoring
    ○   Onsite PgMs acted as Scrum masters and began working with these 6
        feature teams on transitioning from corporate process to scrum.

● RUP Baggage- Transitioning to hybrid-scrum
  ○ It was a challenging transition (train-ride) to bring the overall LV PMO
        to get into executing quarterly launch plans, as opposed to having big-
        bang mega-release launches with RUP-based corporate process.
         ■ "Before" Team-floor walls had storefront templates & wireframes of web pages
         ■ "After" Team-floor walls had UML models, scrum boards & timelines.
Size of Hybrid, Multi-vendor & Multi-geo PMO
Statutory Warning: Smoking too many PMOs is injurious to any corporation's long term health.




● Program Size for 3rd attempt
       ○     2 prior "slow" failures meant cost-consciousness during 1.0 launch.
       ○     At its peak, LV had 6 feature teams of 180 people onsite/offshore
● (16x7) Multi-vendor governance via PMOs
       ●     Infra provisioning- EDS/HP (US); Framework- EP (Canadian Startup)
       ●     StoreFront dev & deploy- HCL (US & India)
       ●     DW/BI- Symantec & HCL (US, Ireland & India)
● Legacy of "traditional" PMO meetings
       ○     we had to create a workable process to accommodate meetings:
              ○ multi-vendor IT/Infra & Engineering status meetings (weekly)
              ○ health check status meeting between IT/Engg & Biz VPs (weekly)
              ○ Ad-hoc dependency tracking meetings- meta-scrum style, no SoS
● Meetings we added
              ○    Daily/multiple multi-shore calls (using Excel-based scrum sheet)
              ○    IT/Engg & Biz call (delivery managers & leads, @2pm each day)
Velocity "Drags" We Faced

● NDA "Lock-down"- Strict NDA policy
    ○ akin to a project requiring security clearance
    ○ no docs on desks, no share @forums/communities
    ○ employees from other BUs/departments dis-allowed
●   "WIP framework" factor
    ○   An up-and-coming startup delivered work-in-progress framework
    ○   Dependent teams- core team management, Architects and DBAs -
        faced "over-commit and under-deliver" situations
● Outcomes
    ○   NDA lock-down introduced "velocity drag", as it was not possible to
        make references to external vendor's UI, due to legal reasons.
         ■ Adding talent during crunch-time was slower than "Mythical Man Month" says!
         ■ NDA added lot of paperwork for handling IT issues, e.g. adding laptops/storage.
    ○   WIP framework factor introduced another drag- it was difficult to get
        anything on time, within contractual constraints of multi-shore PMO
Success Toolkit-
Collaborate, Collaborate & Collaborate!
● Product Management

● Engineering

● Build/Release Management

● Command Center for Application Monitoring
Collaborate, Collaborate & Collaborate!
● Collaborate w/ Excel/wiki/scrum-board
  ○ In war-rooms!
  ○ On team-floor!
Product Management

●   Quarterly Feature, Site & Product Launch Plans:
                                                      ●   During all-hands meeting,
                                                          ePM team got updates on
                                                          "value" of B2C & B2B
                                                           ○ delivered thru
                                                               growing revenue
                                                               numbers daily
                                                               monitored using
                                                               enterprise analytics.

                                                      ●   Engineering measured
                                                          value of program using
                                                          analytics based business
                                                          metrics
                                                           ○ e.g. $/visitor,
                                                           ○ daily unique visitors,
                                                              etc.
Engineering

Distributed teams
used Excel-based      In addition to tracking tasks
"Daily Scrum Sheet"   in sprint plan, we improved
like this one:        each task estimate by
                      refining it, e.g. each system
                      use case had estimates
                      across architectural layers.


                      For all layers, we added
                      weightage for typical tasks:
                      web content generation,
                      web service mockup,
                      WSDL integration,
                      xUnit test scripting &
                      code review.
Build/Release Management

●   XP best practices like CI and paired programming did not exist before,
    since corporate process model dealt with check-point reviews, at best.
●   We created transient team (Train 0) to define build process from scratch:

                                                           We then created
●   doing co-development was not co-located always.        release team out of
                                                           this team, to
                                                           implement continuous
                                                           integration, while
                                                           initiating onshore-
                                                           offshore co-
                                                           development- just that
                                                           programming pair.
Command Center for Application Monitoring

   ○   We mentioned about creating a transient team for operations control &
       monitoring. The cross-functional applications monitoring team needed
       a command center for monitoring.

   ○   Launching Command Center for Application Monitoring before, during
       & after launches gave us 2 things-
        ■ 24X5 engineering, and 16x7 support model
        ■ Customer feedback loop based on analytics "playback" feature.

   ○   Customer Feedback "loop"
        ■ Even before Lean Startup was published, we applied some
           principles therein, such as MVP (minimum viable product) and
           validated learning.
            ● MVP was realized by applying XP best practices such as
                Continuous Integration, to release early and often
            ● Validated learning was realized using business metrics and
                enterprise analytics best practices - such as A/B testing - to
                find out what really works and what doesn’t.
Success factors & Lessons Learned
  ○ Success Factors:
     100% success via revenue parity & business continuity- based on web
     analytics tools like TeaLeaf for relevant business metrics. Anecdotes:
     ■ After 1.0 mega-launch , eCommerce group SVP reiterated that we
         were doing agile, but not being agile/lean enough to do monthly
         release-to-web launch, so as to speed up time-to-market.
     ■ Monthly release-to-web cycle was feasible due to being agile/lean

  ○ Lessons learned:
    ■ Although agile/lean was part of cross-functional teams; applying
          enterprise agile did not mean we avoided false starts
            ● "scrum-but" syndrome- dev sprint +1 of qa sprint
            ● "hybrid scrum" syndrome- infra team using waterfall, DW on
              RUP, eStore/Analytics on scrum. biz-test tried kanban stunt!
      ■   Enterprise Agile means succeeding with bit of process and more
          of Collaboration. Collaborate, collaborate & collaborate!
          .

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Buy.norton.com experience report

  • 1. Symantec eCommerce (buy.norton.com) experience report - Adesh Agarwal, Ebay; and Ravi Tadwalkar, Cisco Enterprise Agile means Succeeding with bit of process and more of collaboration
  • 2. Agenda ● Program Charter, Business Driver & Goals ● Brief History of "failing slow" twice ● Inheriting Legacy- Train model & RUP baggage ● Size of Hybrid, multi-vendor & multi-geo PMO ● Velocity "Drags" We Faced ● Success Toolkit- Collaborate, Collaborate & Collaborate! ○ Product Management ○ Engineering ○ Build/Release Management ○ Command Center for Application Monitoring ● Success Factors & Lessons Learned
  • 3. Program Charter, Business Driver & Goals Charter for “Las Vegas” program: ● to create an internally owned and operated eCommerce buy.norton.com to support Consumer/Small/OEM BUs. Business Driver- ● Company eCommerce sites were developed by an external provider, except for renewal business. ● This created major business problem of paying a significant margin. Business goals- ● To focus on both Acquisition and Retention business workflows for Online Sales Channel, to: ○ increase sales margin, revenue parity & maintain business continuity ○ gain control over B2C & B2B platforms built-from-scratch.
  • 4. Brief History of "failing slow" twice ● Before we joined ○ Two attempts to create eCommerce (B2C) & eBusiness (B2B) ○ However, result was successive and slooooow failures. ● Symptoms & Root causes ○ Lack of strong partnership / vendor relations ■ choice of (wrong) framework & technology ○ Lack of management commitment & perseverance ■ using RUP-based iterative process in wrong way ● big requirements up front- large # of SUCs, each ~20 page ● big design up front- via big design overview handbook ● no PoC/spikes to solidify requirements capture & architecture ● "boards" for everything- ceremonies of inspections & reviews ■ focus was on up-front planning, not on execution ■ middle-management heavy PMO structure
  • 5. Inheriting Legacy- Train model & RUP baggage ● Train Model- Not same as software release trains ○ Based on initial scope, PMO created 6 feature teams & 2 transient teams. We used "train" as system metaphor for each feature team, and sub-teams based on cars (“compartments”) of each train. ■ 6 Feature teams: T1:Catalog; T2: eStore; T3: Integration; T4: Support; T5: BI/DW; T6:Framework ■ 2 transient teams: T0: Build/Release process definition, App Monitoring: for Ops control & monitoring ○ Onsite PgMs acted as Scrum masters and began working with these 6 feature teams on transitioning from corporate process to scrum. ● RUP Baggage- Transitioning to hybrid-scrum ○ It was a challenging transition (train-ride) to bring the overall LV PMO to get into executing quarterly launch plans, as opposed to having big- bang mega-release launches with RUP-based corporate process. ■ "Before" Team-floor walls had storefront templates & wireframes of web pages ■ "After" Team-floor walls had UML models, scrum boards & timelines.
  • 6. Size of Hybrid, Multi-vendor & Multi-geo PMO Statutory Warning: Smoking too many PMOs is injurious to any corporation's long term health. ● Program Size for 3rd attempt ○ 2 prior "slow" failures meant cost-consciousness during 1.0 launch. ○ At its peak, LV had 6 feature teams of 180 people onsite/offshore ● (16x7) Multi-vendor governance via PMOs ● Infra provisioning- EDS/HP (US); Framework- EP (Canadian Startup) ● StoreFront dev & deploy- HCL (US & India) ● DW/BI- Symantec & HCL (US, Ireland & India) ● Legacy of "traditional" PMO meetings ○ we had to create a workable process to accommodate meetings: ○ multi-vendor IT/Infra & Engineering status meetings (weekly) ○ health check status meeting between IT/Engg & Biz VPs (weekly) ○ Ad-hoc dependency tracking meetings- meta-scrum style, no SoS ● Meetings we added ○ Daily/multiple multi-shore calls (using Excel-based scrum sheet) ○ IT/Engg & Biz call (delivery managers & leads, @2pm each day)
  • 7. Velocity "Drags" We Faced ● NDA "Lock-down"- Strict NDA policy ○ akin to a project requiring security clearance ○ no docs on desks, no share @forums/communities ○ employees from other BUs/departments dis-allowed ● "WIP framework" factor ○ An up-and-coming startup delivered work-in-progress framework ○ Dependent teams- core team management, Architects and DBAs - faced "over-commit and under-deliver" situations ● Outcomes ○ NDA lock-down introduced "velocity drag", as it was not possible to make references to external vendor's UI, due to legal reasons. ■ Adding talent during crunch-time was slower than "Mythical Man Month" says! ■ NDA added lot of paperwork for handling IT issues, e.g. adding laptops/storage. ○ WIP framework factor introduced another drag- it was difficult to get anything on time, within contractual constraints of multi-shore PMO
  • 8. Success Toolkit- Collaborate, Collaborate & Collaborate! ● Product Management ● Engineering ● Build/Release Management ● Command Center for Application Monitoring
  • 9. Collaborate, Collaborate & Collaborate! ● Collaborate w/ Excel/wiki/scrum-board ○ In war-rooms! ○ On team-floor!
  • 10. Product Management ● Quarterly Feature, Site & Product Launch Plans: ● During all-hands meeting, ePM team got updates on "value" of B2C & B2B ○ delivered thru growing revenue numbers daily monitored using enterprise analytics. ● Engineering measured value of program using analytics based business metrics ○ e.g. $/visitor, ○ daily unique visitors, etc.
  • 11. Engineering Distributed teams used Excel-based In addition to tracking tasks "Daily Scrum Sheet" in sprint plan, we improved like this one: each task estimate by refining it, e.g. each system use case had estimates across architectural layers. For all layers, we added weightage for typical tasks: web content generation, web service mockup, WSDL integration, xUnit test scripting & code review.
  • 12. Build/Release Management ● XP best practices like CI and paired programming did not exist before, since corporate process model dealt with check-point reviews, at best. ● We created transient team (Train 0) to define build process from scratch: We then created ● doing co-development was not co-located always. release team out of this team, to implement continuous integration, while initiating onshore- offshore co- development- just that programming pair.
  • 13. Command Center for Application Monitoring ○ We mentioned about creating a transient team for operations control & monitoring. The cross-functional applications monitoring team needed a command center for monitoring. ○ Launching Command Center for Application Monitoring before, during & after launches gave us 2 things- ■ 24X5 engineering, and 16x7 support model ■ Customer feedback loop based on analytics "playback" feature. ○ Customer Feedback "loop" ■ Even before Lean Startup was published, we applied some principles therein, such as MVP (minimum viable product) and validated learning. ● MVP was realized by applying XP best practices such as Continuous Integration, to release early and often ● Validated learning was realized using business metrics and enterprise analytics best practices - such as A/B testing - to find out what really works and what doesn’t.
  • 14. Success factors & Lessons Learned ○ Success Factors: 100% success via revenue parity & business continuity- based on web analytics tools like TeaLeaf for relevant business metrics. Anecdotes: ■ After 1.0 mega-launch , eCommerce group SVP reiterated that we were doing agile, but not being agile/lean enough to do monthly release-to-web launch, so as to speed up time-to-market. ■ Monthly release-to-web cycle was feasible due to being agile/lean ○ Lessons learned: ■ Although agile/lean was part of cross-functional teams; applying enterprise agile did not mean we avoided false starts ● "scrum-but" syndrome- dev sprint +1 of qa sprint ● "hybrid scrum" syndrome- infra team using waterfall, DW on RUP, eStore/Analytics on scrum. biz-test tried kanban stunt! ■ Enterprise Agile means succeeding with bit of process and more of Collaboration. Collaborate, collaborate & collaborate! .