11 May 2011

APLN - keystone commercial system presentation notes

by mo


Presented By: Frank and Raj

  • Montreal Remote Development
  • TransCanadas first oil pipeline, the rest is gas
  • $10,000,000.00 project
  • October 2008 to November 2009

  • COTS ( Commercial Off The Shelf product)
  • The BA’s and SME’s were TransCanada employees. TC supplied the knowledge to the dev’s in montreal who had really no knowledge in oil.

  • there seems to be some hatred between EnBridge and TransCanada
  • The Business also worked in iterations, they were always 2 weeks ahead.

  • The iterations for both the developers and the business ran in 2 week iteration. So while the developers were developing the business was prioritizing and planning the next iteration.

They did:

  • desk checks
    • BA writes story, Dev picks up the story, talks to BA to find out more info.
    • Dev starts implementing the story, when completed the developer does a desk check with the BA who wrote the story.
    • QA picks up story, and talks to BA to find out more about the story.
    • QA tests the code produced by the developer to verify that it is functioning properly.
    • QA agrees that the construction passes QA and it moves to done (production ready).
    • At the end of the iteration the QA puts together a release and releases the product.
  • They were constantly prioritizing the backlog.
  • What was critical at the beginning was not always critical in the end and may not have even been developed for the release.

IMPORTANT

  • How quickly can you identify waste?
  • Building an application that is difficult to change is costly.

  • milestones cause grief
  • What is the minimum to operate this?
  • Each sprint is a milestone
  • No flying under the radar

Questions

  • What is a business sponsor?

  • Progress Report!
    • How do we measure progress and demonstrate it.
  • If this was the last iteration what do you want to automate?
  • Demonstrate what the progress is. Use burn ups and burn downs.
  • Demonstrating and tracking progress is very hard.

  • Production ready software every two weeks.
  • The last iteration was a non event. It was just another release.

  • At what point did you feel you were on schedule?
    • June was when they started feeling good.
  • Never have they had 2 week releases in to production at TransCanada.
  • Priorities to certain people but not always to the critical people.
    • those who have the most say aren’t necessarily the most critical people.
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