About 1/20 of the giant post-its capturing learning at the Humanizing Work Conference.
A number of the readers of GeoVoices are other companies using Agile methods, or considering it, because Geonetric is particularly aggressive in using Agile methods. If you’re interested in Agile, this post is for you. If not, feel free to skip this one!
Our Agile coach, Richard Lawrence, and his company Agile For All, put on a conference called Humanizing Work this week for advanced practitioners of Agile. Everyone had at the minimum been through a full Agile training program already; most had been involved with Agile for quite some time, some for many years. Attendees ranged from very large, well known corporations to small businesses and everything in between. Continue reading →
Last week Geonetric held its second annual Operation Overnight, a 24-hour volunteer event that brings teams from across Geonetric together with local area nonprofits in need of website makeovers (or even first websites). Despite it being a 24-hour event with the feel of a hackathon, many of the basic tenets and concepts from Scrum are applicable. In fact, I posit that a Scrum approach is more important, not less important, for an event like this.
Breaking the day’s work into manageable sprints, having a sprint board, hourly standups, retros, and a clear investment in backlog grooming — all help. In fact, this year I introduced a new concept to our Operation Overnight team: the Minimum Viable Product (MVP). What’s an MVP? Kenneth S. Rubin, noted Scrum theorist and author, introduces it this way:
At our last company meeting, we watched a video about pit stops. Why? Because it was freaking awesome to watch! The Red Bull team set the record for the fastest pit stop in April of this year. The video shows it in slow motion for a minute and a half, and then the entire process in real time.
So, before you watch it, predict right now how long you think it takes to do a pit stop for a Formula One racecar. Remember it, we’ll come back after you check it out (you will want to put in on HD, and turn up your speakers):
Operation Overnight 2012 came and went quickly. It was a huge success! We had 24 hours to build four websites. A daunting task, surely, but not one that we wanted to shy away from. That wouldn’t have been the Geonetric way! 50+ volunteers, lots of coffee, soda and food, and an all-nighter full of fun and we produced some great results!
My team was assigned to build http://www.365ride.org from the ground up. Unlike the other three teams, 365ride came into Operation Overnight without an existing Web presence and very little source material (brochures, etc.). In the end, both our team and our client were very happy with the finished product.
The site’s purpose is to be a place for people seeking information. Before the site, information was scattered across many places on and off the Web. The Frequently Asked Questions section was a high priority and the team did some really cool things to keep information flowing through the site, only duplicating it where necessary. The end result is a destination that the community can use to get information about public transportation options throughout Cedar Rapids and the surrounding area.
It certainly feels like I wrote about our 3rd Scrumiversary just a few months ago, not two years ago. Time flies when you are having fun!
Scrum has been the backbone of our engineering team for five years now and we’ve gone above and beyond with our process. Our team has successfully adopted behavior driven development, which is something that would be unfathomable without Scrum. And our team has been able to use Scrum to build awesome software when teams in many other organizations are limited by their own processes. 100+ sprints in, we are still rolling forward! Continue reading →
I’m never short of amazed when I discover how simple solutions can solve complex issues. One of the main goals on Geonetric’s software engineering team, day in and day out, is to deliver value to our clients. That’s accomplished by creating really cool and useful features to enhance our software.
Too often, we’re so eager to add all those really cool and useful features that we take on too much work. It’s a good problem to have – but still a problem.
So as the team’s Scrum master I decided to fix this issue. I gave each member of the software engineering team two clothespins with their name on them. Each member was told to find two tasks on the board that they wanted to work on and attach their clothespin to it. They could not start on something new until one task was done – or in other words, they couldn’t move their clothespin until the first task was finished. The goal: limiting our work-in-progress. And the result: it worked. The clothespin helped us put a physical and tangible constraint on the process to encourage a desired behavior.
Every morning you look at your to-do list and create a game plan for that day. Let’s say you have five things you want to get done. What’s the chances one of those things will have a roadblock? Maybe you even foresee the road block but haven’t figured out how to get around it yet. How helpful would it be to have a quick conversation with your team at that moment? How awesome would it be if you could quickly tap their insight to find a work around or solution? Not only would it save you time, but everyone on your team would know what you are working on and can plan their to-do list more efficiently as well.
Our software engineering team at Geonetric has formal training in Scrum and we’ve been practicing it for nearly five years. Over that time, we’ve developed our own spin on Scrum to make it work especially well for our team. And during our daily stand-ups it became apparent how handy it would be to know everyone’s confidence that the work would be completed by the end of the sprint. And how useful it would be to hear roadblocks ahead of time, when there is still plenty of time to remedy the situation.
As a Scrum Master, I searched the Internet and the Agile society world to see if anything like this existed. I didn’t find anything. Are we even allowed to do this at our stand-up each day? This wasn’t one of the three questions Scrum taught us to live by each day at stand-up.
Four years ago, Geonetric made a big change. We knew the software development process we had in place could be improved. Enter Scrum, an Agile software development methodology. On our “scrumiversary” we like to reflect on how far we’ve come, and to renew our dedication to continuous improvement.
One of the key principles of Agile is ‘inspect and adapt’ – that is, to constantly evaluate what you’re doing and analyze the value those activities are producing. If you’re familiar with Lean strategies for process improvement, than you’re probably familiar with the concept of a feedback loop. One such loop is the Plan-Do-Check-Act (PDCA) process.
In many ways, Scrum is little more than a structured feedback loop. We plan work for a fixed period of time, do some work, check the results, and discuss what action to take next. Scrum has loops inside of loops, with multi-week, daily, and even real-time activities that examine and improve the software we’re building, and the process we use to build it.
As part of our focus on continuous improvement, we invited a software process expert into Geonetric this past month to help take us to the next level. As you would expect from a world-renowned expert, the advice he gave seemed pretty straight-forward – on the surface. He reminded us to make those inspection loops as small as possible. As he said, if you’re taking a road trip you should be checking the map more than once a day.
As our Scrum team closes the curtain on yet another Sprint (and as is the routine, we start planning for yet another sprint), our hard-working Product Owner, David Sturtz, indicated to me October 24th was Geonetric’s 3rd Scrumiversary!
I “googled” the term, Scrumiversary. Google had no idea what I was looking for. So all the credit goes to David if the term ever makes it into Scrum lexicon!
Three years? Have we really been using the agile development method for that long? I’ve been Geonetric’s “Certified Scrum Master” for nearly two years now, and in that time, our Scrum team has gone through many changes… with our team members, our product road map, even our move downstairs into our own suite. But one thing has stayed consistent: Scrum.
It’s really cool to think that in today’s rapidly changing technological atmosphere, we went away from the norm. It’s not just some idea we were gung-ho on, just to revert back to what was comfortable six months later. We’ve worked hard as a team to stay true to the basic principles of the Scrum methodology and here we are, beginning Sprint 55 today!
Ensure we innovate quickly, try out new ideas and test them rapidly
Release a constant stream of upgrades of our Web and Patient Portal products to all clients every 90 days
Respond quickly to marketplace input as technology and trends change
At the time I characterized the approach as “using software engineering as a competitive weapon,” and we’ve succeeded in doing exactly that, as evidenced by our win Tuesday night at the Technology Association of Iowa’s Prometheus Awards. We took home the 2009 “IT Innovation in Health” award for our patient portal product.
Scrum allows us to differentiate ourselves in a couple of intriguing ways.
When was the last time you spoke to your vendor’s CEO? (When was the last time your vendor’s CEO called you about anything?) As the CEO at Geonetric, I’m available to take a client’s call just about any time. And as I mentioned in my ‘This is the CEO Calling…’ post, I initiate a call to every client every quarter to get their feedback.
Client Satisfaction is the overall measure of Geonetric’s performance from the client’s perspective. We ask three questions, with time for open-ended comments. And the results aren’t just something for the executive team to review behind closed doors. Nope. We compile and trend the data and present it at an all-company meeting. Every quarter. Because it’s just that important.
And in the spirit of transparency, I’ve been sharing the scores in blog posts with readers throughout the year.
We measure client satisfaction on a scale of 1-6, with 6 being “exceptional” and 1 being “poor.” Our goal is to average 5 or higher – so a single low score can really hurt!
Have you taken the StrengthsFinder profile? It’s a very interesting way to pinpoint your talents (strengths) and build success based on them. If I’m loving my job, you can bet it’s because I’m getting the opportunity to maximize my natural strengths.
One of my top strengths, according to my profile, is called “Learner.” I love to learn and I’m energized by the process of learning. Apparently, I’m not the only one at Geonetric with this particular strength. We have regular “brown bag” lunches where anyone in the company can sign up to lead a session on a topic of interest to them – work related or not.
Just this past month, our resident shutterbug (and senior project manager) led us into the world of photography and shared picture-taking strategies; our high-purple-belt director of strategic services taught us about Taekwondo and self defense; one of our summer interns dazzled us with his ability to create animated graphics through computer 3d modeling; we learned the latest research on user experience from our gifted information architect and scrum-master; and I got to share my knowledge of marketing with people who typically spend their time writing .NET code. Today, I’ll learn about taking care of my heart from a member of the American Heart Association. And that’s not even counting our monthly read-to-lead book club.
As we were in the middle of developing the newest version of our VitalSite product last fall, we weren’t making the progress we wanted-even though the whole team was running full tilt and putting in its best efforts. We had always been a bit informal about how we developed software-somewhere between draconian rigid requirements and completely freeform cowboy (and cowgirl!) coding practices. The problem was that being in the middle wasn’t working. So, we looked at some of the newest practices in the industry.