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Pango Journey to an Agile Cloud by Yaniv Kalo

Pango Journey to an Agile Cloud by Yaniv Kalo @Agile Israel 2019

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Pango Journey to an Agile Cloud by Yaniv Kalo

  1. 1. Pango Journey to an Agile Cloud
  2. 2. Service started on 2007 About 2M Subscribers Millions of Transactions per month Most Parking transactions are paid using Pango About Pango
  3. 3. Pango Services - Parking On-Street Parking Off-Street Parking (Smooooth Parking) Pango Simple: End-on-Drive Personal Reminder Smooooth Parking Where’s my car Parking Locator
  4. 4. Pango Services - Car Car Care: Annual Test Car Maintenance Car Insurance Flat Tire Car Wash
  5. 5. Pango Services - Roads Roadside Assistance Starting the vehicle if the battery is empty A taxi to your destination in the event of a car accident Changing a tire in the case of a flat tire Stuck with no gas? We’ll fill your car up Toll Roads Tel Aviv Fast Lane Route 6’s northern section Police Assistance
  6. 6. Challenges Waterfall/Scrumfall mindset Long Projects = Hard to Deploy = Lack of Flexibility Big and Separated Teams = Many Dependencies = Slow T2M Hard to commit = Hard to Predict Limited Visibility = Lack of Trust Micro Management = Less Engagement & Less Responsibility Improvement was hard and slow Lack of Collaboration with Stakeholders & Management
  7. 7. What we did We Addressed Processes, Practices, Mindset and Habits. Team level Program level Business level With Lean-Agile
  8. 8. Management Coach & Support Business & operations management involvement Company executive team training Executive management commitment and support Stakeholders collaboration “Optimize the whole” practices Lean-Agile mindset DevOps mindset
  9. 9. We’ve built Scrum Teams Defined roles and attached a PO to each team Each team owns several business domains = complete products Autonomous, self managed teams Decreased team size Cross functional teams that can deliver features Reduced inter-team dependencies Moved QA into the teams Mobile team professionals join forces with feature team on demand Teams responsible for planning, development, test, release and production Team spirit, commitment and fun
  10. 10. Advanced engineering practices Scrum process Kanban flow Lean product development DevOps including CI/CD, Automation, GITFlow XP including UT/TDD/ATDD, Pair programing, Refactoring Agile architecture (emergent design, micro services, etc.)
  11. 11. Program Level Essential SAFe – Scaled Agile Framework Big picture optimization – even the organization itself Stakeholders involvement including CEO Bottom-up planning Engaged employees – Leveraging the power of knowledge workers Collaboration Visibility Predictability
  12. 12. Lean Product Development Value driven development – Delivering value early and often Backlog refinement Valuable Stories MVP/MMF Lean UX Hypothesis validation KPIs Creating early & fast feedback loops Seeking ways to continuously improve
  13. 13. Scrum Empirical control based management process (Empiricism theory) Evidence based management process with multiple Inspect & Adapt opportunities Two weeks iterations
  14. 14. SAFe Scaled Agile Framework – On top of Scrum (and other Agile practices) Scaled empiricism process with multiple Inspect & Adapt opportunities Two months increments
  15. 15. What Was Achieved? Flexibility – Granularity Detailed plan is made for no more than two months Program Increment 2 months Sprint 2 weeks Story 1-5 days
  16. 16. T2M & Effectiveness Pango is X3-X5 times faster with single user story delivery Throughput Pango is more productive X 4 times (More user stories are done per PI) At least 7 epics every 2 months Pango is X3-5 times more effective (effort vs cycle time) QA effectiveness has improved ~X 3 times Outcome/Value/Impact Work is focused on delivering value and not technical tasks – User stories / Features / Epics The whole scrum team is focused on business goals rather than scope of work
  17. 17. Engagement & Fun Planning moved from VPs to the team members Team members are empowered and more committed Developers are responsible and accountable for delivery as a team – not as individuals Team invests in learning and improvement
  18. 18. Confidence & Visibility Plan is more reliable than ever Teams feel comfortable to commit to business objectives Long term plans are based on real evidence based facts – Such as velocity and backlog estimations Stakeholders visibility created as they are: Consulted Invited to planning sessions Review results Participate in the inspect and adapt improvement process PI – 2 months of predictability Pace is persistent, predictable and improving
  19. 19. Improvement & Quality Teams and the whole organization work to improve Every event is an opportunity to I&A Quality is everybody's job Quality is addressed early as part of the story design We address quality issues faster Less severe results from bugs Cost of bug is X10 - X1000 times less Easy to release & rollback (if needed) Pango releases at least 6 software packages each sprint
  20. 20. From the Battlefield
  21. 21. Pango in the Cloud Why move to the Cloud? Reached On-Premise limits Improve performance Flexibility Scalability High Availability Security No hardware and server maintenance
  22. 22. Pango in the Cloud Moving to the Cloud: Amazon AWS + AllCloud Project length: ~Year Moved all environments to the Cloud Built with high availability (Multi AZ) Information security improvements (WAF, VPC,…) Moving servers to AWS Beanstalk - Automated deployments and scalability Centralized log management with AWS ELK Stack
  23. 23. Pango in the Cloud Life in the Cloud: Improved performance by 50% Improved development process and version releases Use of cloud technology: Developing Microservices using Docker over AWS EKS Working with serverless AWS Lambda (Infrastructure & services) Using DBaaS with AWS RDS Implementing CI/CD in the cloud Data & BI project using cloud technology
  24. 24. Agile, Cloud & DevOps DevOps enhances and supports automation of Agile processes. DevOps empowers developers to respond to the needs of the business in near real-time. Cloud development projects go hand in hand with DevOps. Improve application development processes by moving from Waterfall => Agile => DevOps =>Cloud. DevOps has higher value with the cloud, and the cloud has higher value with DevOps. DevOps & Cloud development changes how the whole organization works.
  25. 25. Bottom Line Moving to Agile helped us to: Make management and R&D more committed and engaged Improved the feedback loop & T2M Improved predictability, visibility and effectiveness Reduced micro management (tasks & dependencies) Cloud and DevOps made us more Agile Agile DevOps Cloud
  26. 26. Tips Steps to consider while moving to DevOps in the cloud: Start with Agile Define your development requirements Understand the ROI Define the initial DevOps processes. It will continue to change over time Define DevOps solutions according to the target platform Consider your people. Train them but let them lead Nurture DevOps mindset for your developers
  27. 27. Thanks Yaniv Kalo CTO