1. +
Jabong’s Agile Journey
Harsh Kundra / CTO

2. +
Agenda
 Where we started
 The steps we took (=> Sprints)
 Learnings along the way (=> Retrospectives)
 Where we are today
 The road ahead (=> Backlog)

3. +
Jabong.com
 To be our customer’s favorite lifestyle fashion destination
 Unparalleled Assortment => +1.3Lac; 1000+ brands,
Exclusive tie-ups, Private Label, Marketplace
 Superior buying experience
 Responsive Customer Service
 Great place to work
 Categories
 Apparel, Footwear, Jewelry and Accessories
 Men, Women, Kids

4. +
Jabong
 Execution-focused
 Results-oriented
 Dynamic
 Fast
 Open & Experimentative
Bright colored subtropical evergreen fruit

5. +
Offices
 Headquarters in Gurgaon (Udyog Vihar)
 Development Center
 Customer Care Center in Gurgaon (Udyog Vihar)
 Mumbai – recently started
 Satellite Development Center in Noida
 Development Center in Bangalore – soon
 Warehouses & Packaging Centers

6. +
Growth and accolades
 Some recent awards
 Pure-Play eRetailer of the Year Award at Indian eRetail Awards 2013
 Most “Impactful Launch” at Pitch Brands 50 Awards in 2013
 Excellence in eCommerce Award by eTailing India Expo 2013
 Founded in Dec 2011 (2+ years)
Current Alexa India Rank: 29

7. +
Where we started
 Small team working on new technology platform (at web scale)
 Many requirements were verbal
 Release deadlines were skipping
 Mini death marches
 2 releases a week. 1 Ticket per release. 1 or both rolled back.
 Growing Tech debt
 Stakeholders wanted features “yesterday”

8. +

9. +
Sprint 1
Internal Agile
training
Setup Teams
Daily scrums
Accept non-verbal
requirements

10. +
Sprint 1 > Retrospective
• Spend (time) on trainings.
• Get genuine buy-ins.
Internal Agile
training
• Brought focusSetup Teams
• Gurgaon Traffic + Individual Preferences
=> Let them self organizeDaily scrums
• Made stakeholders think before
requesting a feature
Accept non-verbal
requirements

11. +
Sprint 2
Hire Agile experts
(+Internal Trainings)
Setup tools
Colocation
Estimation
(Man days)
Tracking
(Bug Density & Rollbacks)

12. +
Sprint 2 > Retrospective
• Just-in-time training works
great
Hire Agile experts
(+Internal Trainings)
• JIRA worked wellSetup tools
• Colo => Non-colo => Colo
=> Central
Colocation
• StartEstimation
(Man days)
• +Transparency => +QualityTracking
(Bug Density & Rollbacks)

13. +
Sprint 3
Limit WIP
Sprints
Workflows
Formal
Training

14. +
Sprint 3 > Retrospective
• +Release => +EnergyLimit WIP
• Fortnightly (Not weekly)
• Ceremonies + Prio + Release)Sprints
• Bottlenecks became visible
• Environments & Servers addedWorkflows
• Lot of “aha” moments
Formal
Training

15. +
Sprint 4
Sprint
Planning
User stories
Estimation
(Story Points)

16. +
Sprint 4 > Retrospective
• Clear goals
• Teams limited CR
Sprint
Planning
• Easier for some, others took timeUser stories
• Struggle!
• Reference Stories (same across
teams; more in few sprints)
Estimation
(Story Points)

17. +
Sprint 5
Stable Velocity
Backlog Management
(Grooming + Prio)
Independent & cross-
functional teams
Stakeholder
Retrospection

18. +
Sprint 5 > Retrospection
• Awareness => Regulation
• Underperforming / Overcommitting
Stable Velocity
• Grooming[WIP] increased visibility
• Capacity Planning
Backlog Management
(Grooming + Prio)
• +Ownership => +Delivery
Independent & cross-
functional teams
• Alignment and direction
Stakeholder
Retrospection

19. +
Where we are today

20. +
Where we are today
 We (can) release to production daily
 At times twice or even thrice
 ~40 tickets per week. 3-10 tickets per release
 Major releases are predictable (to the day)
 No death marches
 Low Tech debt
 Stakeholders are reasonably satisfied

21. +
Where we are today

22. +
Road Ahead > Backlog
 Trainings + Mentoring
 Scrumban Model
 Engineering
 CI, CT
 QA Automation
 De-centralized Code Reviews

23. +
Thank you
 Questions?