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+ Scrum & Kanban For Social Games Sönke Bullerdiek Senior Project Manager May 27 th 2011

Scrum & Kanban for Social Games

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Originally Monster World was developed with Scrum. The scrum process resulted in some inefficiencies and missing flexibility. Hence, some elements of Kanban were introduced. In this talk, we present the experience of this Scrum/Kanban mix which has been used for 6 months.

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Page 1: Scrum & Kanban for Social Games

+ Scrum & Kanban For Social Games

Sönke Bullerdiek Senior Project Manager May 27th 2011

Page 2: Scrum & Kanban for Social Games

Agenda  

n  1.  Introduc0on  

n  2.  Con0nuous  improvement  needs  flexibility  

n  3.  How  did  we  start?  

n  4.  Problems  

n  5.  Quick  Kanban  introduc0on  

n  6.  How  do  we  work  now?  

n  7.  Conclusion  

31.05.11

2

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wooga  –  world  of  gaming  

3  

Key  stats  

5  games  on  Facebook;  Over  30m  ac0ve  users  

Biggest  European  social  game  developer  

Only  5%  of  users  from  adver0sing  

70%  of  users  are  female  (age  20-­‐60)  

About  wooga  

Founded  January  2009  

Funding:  Founders,  Balderton  Capital,  Holtzbrinck  Ventures  (total  of  €5m+)  

Interna0onal  team  of  85  from  20  countries  in  Berlin  

Sönke  Bullerdiek  Senior  Project  Manager  

About  Monster  World  

Launched  May  2010  

Biggest  seller  of  magic  wands  in  the  world  

Total  team  size  is  12  

Key  stats  

Hosted  at  Facebook  

Flash  client  

Ruby  on  Rails  backend  

MySQL  +  Redis  DB  

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§  Launched  July  2009  §  Biggest  brain  training  

game  on  Facebook  

#1  

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§  Launched  February  2010  §  Top  20  Facebook  game  §  Pop  colourful  bubbles  and  

explore  the  secrets  of  a  mysterious  island.  

#2  

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§  Launched  May  2010  §  Top  20  Facebook  game  §  Grow  crazy  plants  and  build  your  

own  unique  Monster  Garden.  

#3  

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§  Launched:  December  2010  §  Cure  cute  pets  of  funny  diseases  

while  building  your  own  pet  hospital.  

#4  

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§  Launched:  March  15  §  Click  as  many  gems  as  possible  in  60s  §  Already  a  top  20  Facebook  game  §  Fastest  growing  Facebook  app  today  

#5  

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Techcrunch:    “wooga  is  figh0ng  the  good  fight  for  Europe”  

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Overview:  n  Our  goal  as  a  company:  

n  Be  one  of  the  largest  gaming  company  in  10  years  

n  No  long  term  planning  n  We  plan  as  a  company  usually  12  weeks  (posters  show  the  goal)  n  Product  vision  is  planned  roughly  for  3  weeks  n  We  break  this  down  to  weekly  itera0ons  

n  These  layers  (company  –  strategic  &  product  –  agile  team)  are  deeply  linked  

n  This  presenta0on  is  about  the  product  layer  

10  

Company  Layer   Product  Layer  

long  term   10  years   3  months  

short  term   3  months   1  week  

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Con0nuous  improvement  needs  flexibility    

n Everybody  keeps  an  eye  on  the  metrics    

n  Improvement  with  con0nuous  tes0ng  and  a/b  tes0ng  

n Flexible  and  agile  teams  

11  

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Weekly  itera0ons  based  on  analy0cs  

12  

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Analy0cs:  We  provide  a  great  user  experience  by  obsessing  on  metrics  

13  

Example:  1.3%  drop  is  deemed  unacceptable  and  game  is  op0mized  accordingly  

Step  

New  users  (last  24h)   38.863  01  -­‐  Flash  begin  (0%)   93,0%  02  -­‐  Flash  complete  (100%)   86,5%  03  -­‐  Tutorial  –  first  harvest  completed   82,7%  04  -­‐  Tutorial  –  first  plan0ng  completed   82,5%  05  -­‐  Tutorial  –  Mr  T’s  magic  applied   81,1%  06  -­‐  Tutorial  –  second  harvest  compl.   79,8%  07  -­‐  Level  2  reached   79,6%  08  -­‐  Tutorial  completed  (plowing)   79,4%  09  -­‐  Level  3  reached   78,8%  10  -­‐  Level  4  reached   77,5%  11  –  Level  5  (or  higher)  reached   77,2%  

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0%   10%   20%   30%   40%   50%   60%  

Reached  lvl  3  

Reached  lvl  4  

1  day  ret  

3  day  ret  

7  day  ret  

A/B  test:  Growth  0me  of  lemonade  bushes            

5  min  =>  3  min                

3 min 5 min

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DAU  August  2010  

15  

0  

100.000  

200.000  

300.000  

400.000  

500.000  

600.000  

700.000  

800.000  

900.000  

1.000.000  

1.100.000  

1.200.000  

May-­‐10   Jun-­‐10   Jul-­‐10   Aug-­‐10   Sep-­‐10   Oct-­‐10   Nov-­‐10   Dec-­‐10  

300.000  

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Weekly  itera0ons  and  always  adapt  your  product  and  process  to  changing  circumstances  leads  to:  

16  

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DAU  end  of  2010  

17  

0  

100.000  

200.000  

300.000  

400.000  

500.000  

600.000  

700.000  

800.000  

900.000  

1.000.000  

1.100.000  

1.200.000  

May-­‐10   Jun-­‐10   Jul-­‐10   Aug-­‐10   Sep-­‐10   Oct-­‐10   Nov-­‐10   Dec-­‐10  

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How  did  we  start?  

18  

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Current  team  structure  

n  3  Product  Manager  

n  1  Project  Manager  

n  2  Backend  Developer  

n  2  Flash  Developer  

n  1  QA  

n  3  Graphic  Designer  

n  ALL  in  one  room  and  close  to  each  other  to  ensure  communicaFon  and  transparence  

n  Independent  team  structure  with  dedicated  resources  for  every  game  

19  

DEV  FE  

DEVBE  

DEV  FE  

QA  

DEV  BE  

Proj  M.  

PM  

PM  

PM  

GFX  

GFX  

GFX  

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How  did  the  team  start?  

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Small  process  improvement  over  0me  

1.  Get  rid  of  Jira  and  use  Google  Spreadsheet  as  planning  tool  

2.  No  huge  technical  specifica0ons  –  all  is  done  within  the  sprint  kick-­‐off  (max  some  PPT  slides)  

3.  We  build  up  an  complete  internal  team  

4.  We  started  color  coding  for  different  features  in  the  spreadsheet  

5.  Skype  chat  for  asynchronous  communica0on  also  inside  the  room  

6.  No  task  should  be  larger  than  2  days  

7.  SCRUM  board  only  for  backend  (since  there  were  all  members  in  the  room  –  half  of  FE  team  was  external  at  that  0me)  

21  

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But  this  was  not  enough…  n  Since  we  worked  in  a  very  good  way  with  SCRUM  the  last  months,  we  realized  that  there  are  challenges  which  do  not  fit  to  SCRUM  

n  A  very  good  example  are  daily  opera0onal  issues  or    

n major  bugs  that  came  up  

n  they  need  to  be  done  as  priority  number  one  and  usually  the  whole  fixed  sprint  plan  is  mixed  up.    

n  This  is  why  we  started  to  introduce  KANBAN  elements  

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Problems  with  SCRUM?  

n  SCRUM  is  very  strict  from  a  mindset/process  

n  End  of  itera0on  is  a  gap  since  there  is  nothing  in  a  backlog  before  next  planning.  Kanban  has  always  issues  in  the  pipe  

n  No  ongoing  development  everyday  of  the  week  (e.g.  planning  day)  

n  No  re-­‐priori0za0on  during  a  sprint  (Kanban  allows  ongoing  re-­‐priori0za0on)  

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KANBAN  -­‐  a  quick  introduc0on  

n  “Kanban  is  part  of  an  approach  of  receiving  the  "pull"  from  the  demand.  Therefore,  the  supply  or  produc0on  is  determined  according  to  the  actual  demand  of  the  customers.“  

n  Original  idea:  block  of  paper,  on  the  second  last  it  says  “you  have  to  order  paper”  

n  All  rules  are  very  intui0ve  

n  Change  a  requirement/priority  un0l  a  feature  is  not  in  development  

n  Easy  rules  like  pull  to  the  right  n  Focus  is  to  finish  issues  n  If  there  is  a  boxle  neck  more  developers  go  to  a  feature  

n  Pull  leads  to  ongoing  priori0za0on  and  changes  of  requirements  /  backlog  during  a  sprint  as  long  a  card  is  not  in  development  

n  Solu0on  for  us:  integrate  Kanban  elements  in  Scrum  

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Integra0on  of  KANBAN  into  SCRUM  

n Management  +  product  owner  sees  process  like  SCRUM  internally  its  Kanban  

n We  will  keep  our  weekly  itera0on  for  major  product  features  because:  n  this  is  the  heartbeat  of  our  development  n  this  gives  the  team  and  the  company  planning  reliability  

n We  keep  our  exis0ng  mee0ngs  since  they  were  very  posi0ve  and  helpful  in  the  past  (e.g.  daily  stand-­‐up  –  more  later)  

n  This  leads  to  the  current  process  elements  on  the  next  slides  

25  

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Scope  

n  Include  tasks  that  can  not  be  scheduled  in  SCRUM  like  all  opera0onal  emergencies  and  emergency  bugs  

n  No  task  should  be  larger  than  2  days  and  a  feature  should  fit  into  one  itera0on  (minimum  viable  product)  

n  No  up-­‐front  in  detail  es0ma0on  before  itera0on  -­‐>  Kick-­‐off  at  Kanban  during  itera0on  n  to  handle  general  features  n  to  handle  opera0onal  issues  in  a  later  phase  of  the  game  n  to  handle  spontaneous  changes  from  usability  or  a/b  tests  n  we  s0ll  need  to  do  this  for  large  tasks  roughly  to  break  them  down  into  our  weekly  itera0on  

26  

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Higher  flexibility  

 

n  Release  a  feature  whenever  it  is  ready  

n Most  important  tasks  are  started  as  soon  as  possible  n  Since  we  no  longer  NEED  to  do  itera0on,  we  do  not  have  to  wait  for  the  next  itera0on  in  order  to  re-­‐shuffle  priori0es  before  star0ng  development.    

n more  freedom  for  changing  priori0es  by  product  managers  and  most  important  items  can  be  finished  sooner  

27  

Scrum   Kanban  

Do  not  change  the  sprint  log  during  an  itera0on  

Do  not  change  a  feature  if  it  is  already  in  development  

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Progress  Visibility  

n  The  whole  development  status  and  planning  is  visible  on  a  board  for  all  team  members  

n  Integra0on  of  progress  updated  in  daily  standup:    n  Much  easier  to  track  and  update  progress  on  board  (every  team  member  will  change  the  status  of  their  own  task)  than  in  Excel.    

n  We  have  magnets  with  pictures  of  all  team  members.    

n  Lower  barrier  to  visualize  tasks  by  wri0ng  a  card  (before  more  tasks  stayed  "invisible")  

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Transparence  

n  Visualize  whole  value  chain  at  the  board  and    n  not  only  development  (including  emergency  tasks  and  bugs)    n  so  more  transparency  for  tasks  then  in  Google  spreadsheet  

n  Flow  related  problems  (boxlenecks)  become  more  easy  to  grasp/visible  using  a  board  than  a  list  only    

n We  see  what  different  tasks  (technical  vs.  product)  we  do  

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Kanban  Board  

30  

Concept  in  progress  

Development  Backlog  waiFng  for  Kick-­‐off  

Development  in  progress  

IntegraFon  test  in  progress  (test  on  trunk)  

Staging  test  in  progress  (test  on  branch)  

Ready  for  Release    

Done  

Product   Graphic  

Frontend  Technical  

Backend  

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Kanban  Board  –  next  itera0on  

31  

Concept  in  progress  

Development  Backlog  waiFng  for  Kick-­‐off  

Development  in  progress  

IntegraFon  test  in  progress  (test  on  trunk)  

Staging  test  in  progress  (test  on  branch)  

Ready  for  Release    

Done  

Product   Graphic  

Frontend  +  

Backend  Technical  

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Real  Board  w/  different  colors  and  personal  magne0c  s0ckers  

32  

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Monster  World  Process      

33  

n  Weekly  Sprints  n  Code  freeze  every  Friday  evening  n  1  day  QA  on  Monday  n  Major  release  every  Tuesday  n  Daily  minor  releases  /  patches  

n  Now  we  have  development  on  all  days  

Monday   Tuesday   Wednesday   Thursday   Friday  

QA   Release   Code  Freeze  +  Planning  

Development   Development   Development   Development   Development  

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Process  Diagram  

34  

Idea  

Concept  

Kick-­‐Off  (dev+prod)  

Backend   Frontend   Graphic  

Int.  Test  

Ready  to  Release  

Release  

Stag.  Test  

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Weekly  Progress  Mee0ng  

n  Current  version  +  next  version  overview  

n  KPI  overview  

n Whole  company  can  axend  

n  Limited  to  15  minutes  

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Daily  Scrum  Stand-­‐Up  Mee0ng  

n  Track  progress  and  status  at  the  Kanban  board  

n Whole  Monster  World  Team  

n What  was  done  yesterday  /  What  is  in  Progress  /  Any  issues  

n  5-­‐10  minutes  

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Product  Backlog  and  Priori0za0on  

n Weekly  before  Development  Backlog  Presenta0on  

n  Decide  major  product  roadmap  and  product  priori0es  

n MW  Product  Team  +  Management  +  2  Developer  

n  1  hour  

37  

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Kick  Off  Mee0ngs  

n  Per  task  

n  Shortly  before  start  of  development  

n  Final  effort  es0ma0on  

n  All  team  members  who  can  support  the  task  

n  5-­‐30  minutes  

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Conclusions    

n  Have  independent  team  structure  with  dedicated  resources,  all  located  in  one  room  

n  Agile  is  all  about  self  organiza0on  –  this  needs  people  who  can  self  organize  and  are  moFvated  

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Conclusions  

n  Check  azer  launch  of  a  game/sozware  with  Scrum,  if  the  methodology  s0ll  fits  if  something  changes  (e.g.  opera0on),  otherwise  change  your  methodology  

n  Always  check  and  ask  yourself  if  it  is  the  op0mal  way  how  it  works  and  have  the  courage  to  do  changes  in  all  processes  

n  Have  a  good  balance  in  your  processes  between  flexibility  and  stability  

 

 

40  

Plan

Adapt

Act

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41

Sönke  Bullerdiek  [email protected]  wooga.com/jobs  

 

Thank  you  for  your  axen0on