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Transition to Scrum Midway through a AAA Development
Cycle: Lessons LearnedAsbjoern Malte Soendergaard
Development Manager Crytek GmbH
Taking advantage of agile in a non-agile environment
Agenda
Why agile this lateOur ProcessNext steps (for us)
Agile worked for us
Shiped Crysis 12 months after implementing Scrum
80 developers (7-12 Scrum teams) 2/3 of the game was redeveloped Meta Critic Score of 91
Why agile this late in the production?
Feature creep Unable to measure progress We needed to reduce scope Vision blurred by a huge project
schedule
Minimize Waste
Crysis strategy Cross disciplinary teams when possible Teams should always sit together Always solve tasks sequeltially, not
simultanously Two things can ever be equally
important – force creative priorities Progress only counts if it works in the
build
Initial Product Backlog
Figure out what features need to be done
A feature means something you need at least two different skillsets to complete
Make one big list in excel and try to group these in related areas
Prioritize list Start with the featuregroup
which is most important
Setting up the first Scrum Team Take the people you need out of
the waterfall production team Seat them together away from
the rest of the team Focus on getting this ONE team
sprinting
Don't panic !
You have just started chaos People in the matrix structure
will be frustrated Shelter your sprint team 80/20 Support Rule
Repeat the process
Figure out what is the second most important feature group on your backlog
Create a team based on who is left in the waterfall project plan
Iterate these simple steps until everybody is sprinting
Make sure leads are not Scrum Masters
First team is the hardest
Department 1
Department 2
Department 3
Department 4
Department 5
Lead/Manager
Lead/Manager
Lead/Manager
Lead/Manager
Lead/Manager
Development Manager
Department 1
Department 2
Department 3
Department 4
Department 5
Lead/Manager
Lead/Manager
Lead/Manager
Lead/Manager
Lead/Manager
Development Manager
Department 1
Department 2
Department 3
Department 4
Department 5
Lead/Manager
Lead/Manager
Lead/Manager
Lead/Manager
Lead/Manager
Development Manager/
Product Owner
Department 1
Department 2
Department 3
Department 4
Department 5
Lead/Manager
Lead/Manager
Lead/Manager
Lead/Manager
Lead/Manager
Development Manager/
Product Owner
Department 1
Department 2
Department 3
Department 4
Department 5
Lead/Manager
Lead/Manager
Lead/Manager
Lead/Manager
Lead/Manager
Development Manager/
Product Owner
Department 1
Department 2
Department 3
Department 4
Department 5
Lead/Manager
Lead/Manager
Lead/Manager
Lead/Manager
Lead/Manager
Development Manager/
Product Owner
Department 1
Department 2
Department 3
Department 4
Department 5
Lead/Manager
Lead/Manager
Lead/Manager
Lead/Manager
Lead/Manager
Development Manager/
Product Owner
Product Owner
Scrum Structure at Crysis Product Owner Customer (Lead) Scrum Master Team Members
Product Backlog
Managing expectations NOT schedules Creating Product Backlog Items is a
process of negotiating with the team what you expect
You define what you want, they go do it
Tell people what is expected not how to achieve it
Product Backlog - First Iteration
Product Backlog Grooming – Second iteration
Product Backlog Grooming – Second iteration
Product Backlog Grooming – Second iteration
Product Backlog
This is what we would like to improve Estimation process Valuation process Need a process to encourage people
to prioritize
Current Product Backlog
..\..\Desktop\GDC-Presentation.jpg
Current Product Backlog
Current Product Backlog
Current Product Backlog
Current Product Backlog
Current Product Backlog
Total Work Burndown
0
500
1000
1500
2000
2500
3000
01-S
ep-2
5
30/0
9/25
31/1
0/25
14/1
1/25
30/1
1/25
14/1
2/25
31/1
2/25
14/0
1/26
31/0
1/26
14/0
2/26
29/0
2/20
26
14/0
3/26
31/0
3/26
30/0
4/26
31/0
5/26
30/0
6/26
31/0
8/26
Final thougths
Common sense works, you just need a framework to scale it
The product backlog helps you manage expectations and guide the team
Don’t be affraid to go down the agile path, but don’t think you are agile just because you call it a sprint plan
Always fall back to lean principles and continue to identify areas you can reduce waste
