A CTO always pays his debt - Agile Tour Bordeaux 2017

"UN CTO PAIE TOUJOURS
SES DETTES."A Story of a Technical Refactoring led the Lean way with Product Mangement!
: @HERVELOURDIN - HERVE@VIDEDRESSING.COM

!
HIGH FIVE SPONSORS!
2 — Agile Tour Bordeaux - Videdressing © - 2017

▸ CTO & Co-dirigeant chez Videdressing
▸ Adepte et praticien Lean, Agiliste pragmatique
▸ Team Builder
▸ Ex Lean & Agile Partner chez @OCTOTechnology
▸ Co-founder of @AppaloosaStore

SAY HI TO
JÉRÔME !SENIOR PRODUCT MANAGER AT VIDEDRESSING

A Product Manager always pays his
debts.
— T. Lanister

A Product Manager CTO always pays his
debts.
— T. Lanister

AGENDA
▸ Who we are?
▸ Why a Refactor project?
▸ How to communicate about it?
▸ How to prioritize it?
▸ How about the practices?
▸ Learnings & Take-aways

FOREWORDS:

NO RAINBOWS &
LITTLE PONIES AT THE END

1 - WHO WE ARE?

LEAN / AGILE ORGANIZATION
▸ Product & Tech teams working on the same floor, 1 common spirit
▸ cross-functional team: PO, front & back developers, Designers
▸ iterative & incremental development: test fast, learn fast, improve
▸ 2 weeks scrumban iterations
▸ Release on the flow
▸ Stakeholders are integrated into projects

2 - WHY A REFACTORING
PROJECT?

A SIMPLE PLUG N' PLAY PROJECT
ABOUT A NEW MEAN OF PAYMENT

THE WAY WE LIKE TO
SEE OUR PLATFORM

THE WAY IT IS FOR REAL...

THE plug n'Play PROJECT
...TURNED OUT TO BE A COMPLETE FAILURE

THE 4 HORSEMEN OF
THE TECHNICAL APOCALYPSE

(ABNORMAL)
COMPLEXITY

BUGS
...
LOTS OF BUGS

UNFIXABLE
BUGS

OBSOLETE PLATFORM

HEROES(PROBABLY EXHAUSTED)

3 - HOW TO COMMUNICATE
ABOUT A REFOACTORING
PROJECT?

HOW TO TELL TO A BOARD?
(AND EXPLAIN)

HOW TO TELL ABOUT TECHNICAL DEBT?
▸ Show the effects (the 4 horsemen will help)
▸ Calculate and communicate the financial impact
▸ Come with a plan
▸ Design a business oriented plan

ROADMAP IS Coming

4 - HOW TO PRIORITIZE SUCH
PROJECT?

▸ Trying to (re)understand how the machine is working

DISTINGUISHING MYTHS
FROM REALITY

FAILED AT TRYING TO GET THE TRUTH FROM THE CODE

(RE)-LEARN APPROACH
▸ Interviews
▸ Observation
▸ Technical Analysis

SHARED VOCABULARY & ARCHITECTURE

NEW ORDER MANAGEMENT SYSTEM

THIS PROCESS MAP WAS THE
real ﬁrst“release” OF THE PROJECT
... AND KILL SOME GOOD OLD MYTHS ABOUT IT WAS MEANT TO WORK

ANALYSIS CONCLUSIONS
Payment & Order system is our spine. Having a seamless customer
experience from online to offline is a physiological need. We must
address it in priority.
AtoZ rebuild of our payment system & order lifecycle

THE HARD DECISIONS
▸ Stop or postpone other projects
▸ Dedicated TaskForce for next 9 months
▸ No bug fixes on legacy anymore
▸ Accept to decrease the quality of service to improve it afterwards

EXPLAIN EXECUTIVE TEAM & STAKEHOLDERS
WE WILL NOT RELEASE BIG FEATURE
FOR THE NEXT 9 MONTHS

YES, ROADMAP IS Coming

THE PLAN:
PROGRESSIVE REPLACEMENT OF MEANS OF
PAYMENT (MOP)
FROM THE OLD PLATFORM TO THE NEW ONE

THE PLAN:
DEPENDING ON THE BUSINESS IMPACT AND
THE POTENTIAL RISK, WE PRIORITIZED THE
MOP DEPLOYMENT BY PLATFORM

RELEASE THE LEAN WAY
▸ Slice for the fastest way in production
▸ Mitigate risks with Feature Toggles
▸ ... and Rollback
▸ Do not create all the tools day one
(simple spreadsheet is ok)

THINK ABOUT FEATURE FLIPPING &
“FEATURE CAPPING” AT THE
BEGINNING OF THE PROJECT

5 - MEANWHILE WITH THE
TECH & PRODUCT TEAM

MAKE THE PROCESS
VISIBLE

SHOW YOUR NUMBERS

CODE REVIEW,
CODE REVIEW,
NEVER SKIP CODE REVIEW

DEVOPS SUPPORT
▸ Fully Dockerized dev environment
▸ Fresh dataset automation
▸ Keep syncing with master branch whenever
you can
▸ Deploy on a testable feature branch

THE LEGACY ROOMATE
▸ Do not feed the monster
▸ Starve the monster whenever it's possible
▸ Separate bundles in the new platform
▸ Make the new services more desireable than the easy (dark) one

6 - LEARNINGS &
TAKE-AWAYS

RESULTS
▸ 95% of orders are now processed on the new system
▸ bug free
▸ easy to track/reconciliate
▸ Very positive impact on Customer Care contact rate

RESULTS
▸ Enabler for Mobile platforms better performance
▸ From 40% to 50% of mobile contribution in sales
▸ The user/order lifecyle is now readable, not only developers

WHAT WE HAVE LEARNED?

MISTAKES
▸ Postponing information to board/exec team
on platform state
▸ Took too much time to decide the refactoring
▸ Spent too much energy to solve bugs instead
rebuilding
▸ No unified & shared documentation on
business process
▸ Stakeholders not enough involved & informed
once the project was launched

OTHER LEARNINGS
▸ The monster will not die before long
▸ But you can "contain" it
▸ Mob(ish) programming is cool for tricky
design phase
▸ Never skip code reviews

Merci !

Q&A

HERVÉ LOURDIN - @HERVELOURDIN
FOLLOW US AT @VD_LABS
SAY HELLO! AT: HELLO@VIDEDRESSING.COM

APPENDIX

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A CTO always pays his debt - Agile Tour Bordeaux 2017

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