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let's go okay being agile were very timely and we're back all right hi everybody so my name is Adam ash that's James cuts that's Chris herring we're from NBC Universal and we'll talk a little bit about what we each do but the topic
that we're speaking about today is really on what we've learned over the last year and a half two years of trying to move our organization onto the Drupal platform a centralized Jubal platform for everybody before we started doing this different parts
of our company and we'll talk about that a little bit we're each on their own either platform or instance of Drupal or custom platform yeah and the truth of the matter is they were on lots of different that's true and as an organization the decision
was made to really make a push for going to one centralized platform that we could take advantage of as an organization and being a extremely large organization which we'll talk about momentarily we account for many many challenges that we have come up
with ways to address starting with the beginning of our projects and what we very often see and I think that a lot of folks have this same experience is when we start projects and we had started projects in the past our partners and the people are going to
work with right away feel like their thing is the most unique and interesting thing in the world and one centralized platform couldn't really address their needs that most times when we start any project with any client or any partner right away they were
thinking that that is something that isn't possible a lot of folks come into our first initial meetings with a picture or they go out to get a design before even starting the project and they handed to us and say here just build that how hard could it
be right and then of course we all get the question is is it done pretty much from the initial meeting right okay now that you know we want a website and so wait why is it why is it and so these are kind of the things that we have learned to address on a very
high level and we'll go into a little more detail so who are we and what do we do I think most people in the room have heard of nbcuniversal but i think this slide illustrates our challenge pretty pretty succinctly which is unlike you know one of these
brands building a platform or content management system for one site we have the unique challenge of building not only a platform but a process that can scale for all of these sites and we're not talking about we can talk about this a little bit more detail
later but I don't necessarily mean just like a hosting challenge or performance challenge I mean the challenge of sharing modules or or functioning functionality between sites that's something that's very difficult to do in a large organization
like ours because each of these brands think that they are unique in one way or another and they are of course in a day art and we love them and we love their uniqueness but they're always listening yeah but I think you know what we've learned over
the years and not just the last two years but we the three of us in our entire team have many many probably dozens of decades of years collectively of experience building websites is that if you strip away the chrome and the design the functionality is very
much the same across a lot of sites on the internet and almost all of our sites within the company so this goes into a little bit about what each of us do and how we actually address this problem so starting up at the project is really a critical part and
so what we found and kind of a theme for today is really we the way we've I rest the most critical places to make our project successful and this kind of leads into a little bit about what each of us do so in the organization I'm responsible for the
process we follow Chris is responsible for the platform we build on and James is responsible for the implementations on the platform execute this so we've addressed each of these things within our process but each of us really own a piece of this so when
we're talking about the process we're talking about the roles and responsibilities of the people that are on the teams we put together and the control mechanisms we put in place for actually following our process we're talking about building a
foundational core platform and we call it the core team and the core platform and we actually call it publisher seven it's our version of Drupal 7 copyright Chris Herren ed and Chris hey yes and and James is responsible the execution of this so James really
is feeling the brunt of our partners needs and desires all of the time because he's really at the forefront of actually making these things happen for them that's right but actually with a clear process a good platform my job essentially it's pretty
easy so which he'll tell you after the he's lying so the first thing we did was look at actually what our core platform will be and chris is responsible for that platform yeah so the team that I manage for the company is responsible for building this
product which we call publisher core and the thing that's interesting that you're going to hear about today is we use the same process that we're talking about today not only just for building the sites that we mentioned earlier for all of those
brands but we use that same process for building this product and the products the products built on dribbble 7 obviously but what we do is we focus on core functionality that is common across the company common things like editorial workflow that's very
common for scheduling previewing publishing and syndicating content within the company or externally common functionality integration with third parties for analytics and content distribution and video management for example so we want to build those common
areas of functionality in the form of typically Drupal modules by the way and make them available for all brands so when publisher is installed for the first time and made available for a brand on our hosting platform all of that functionality it just needs
to be configured and usually it's just a simple configuration screen where you're putting in your keys that enable that functionality for your brand but that's the job of the platform and of this team so as you can see when we start doing a project
already out of the box we have some standardizations that were starting to work with so the first thing we did when we were applying this as Chris alluded to was we had to come up with a process that works within the organization but then works across our
partner platform implementations as well and so we started actually applying agile methodologies into the organization a few years ago and what we've done over time we started basically with kind of a scrum framework and then over time we actually applied
more and more lean and conv and other agile methodologies that helped us actually manage projects within the organization it's a complex organization one methodology doesn't necessarily scale across everything we need to do so what we've done is
we've created an agile framework an agile process that we apply to doing this so on the bottom row here is our agile project sdlc or lifecycle basically those are the phases and we're not going to go into those in detail today but just to get an idea
that we go through multiple phases that address specifically how to successfully start a project through how do we successfully deliver and measure what it is that we've delivered we'll talk about some of those things today those are the critical things
to actually what we're doing today but at a high level what we're really always addressing is what you see at the top which is critically doing a great job of defining what we're doing delivering the value and the benefit of what we're going
to do delivering benefit and value and then measuring benefiting value and so throughout the lifecycle of our projects we're always looking to do one of those things and those are the three things we're basically focusing on to make sure that we are
successful each time the goal of all of our process is really to reduce the risk of failure that doesn't mean we won't but means we've learned at least in our organization how to try to address that so basically when we're getting into the
defining phase you're going to see a theme here where we basically start at a really high level and then we start breaking it down so one of the first things we like to do when we're starting to work with our brands is really start to identify first
of all what are they going to leverage from our core publisher 7 platform what's going to be custom work and in some cases what are we going to develop as part of the project that's going to go back and become part of our core product because other
brands are interested in it or we think it might scale out to those brands so these are some things that we're going to identify pretty much you know right in the beginning of the project we're also going to look at on both sides once we sort of define
whether something is going into the backlog of our core team or whether it's going into our implementation team at both ends we want to start to get an idea of you know how long this thing's going to take what is it how big is it how complexity is
it and we want to start getting high level estimates the nice thing about working in a common platform and having some experiences with some similar brands is that you know a lot of this is repeatable so and we're also we'll get into this a little
bit but we're also working with teams and those teams have a little bit of history but even if we're spinning up a team we can start to talk about this at a high level and get a feel for you know what is the complexity just given our own experiences
and the experiences of other teams within our group yeah I think the important part here just to add is that just because we're doing an agile development process does it mean that we don't estimate and try to project how long a project is going to
take I think a lot of our brands thank a July don't have to plan and it's really quite the opposite do we do more planning than we ever thought we were going to absolutely yeah and that's one of the critical issues that we address all the time
one of the key misconceptions of doing agile first of all but also that good project management is good project management regardless of the methodology you're following and it's always really important to understand that any customer any partner we
have really what's important to them is when are they going to get what they're in the beginning number one but number two I think it's a misconception that agile doesn't work well with deadlines and we work in an industry where you could imagine
has very very strict unmovable deadlines when a TV show is going to premiere on the network it's they're not going to wait a day because we don't have the website up when a movies coming out they're not going to delay the premiere because something's
not right cancel the Olympics and we can't move the Olympics believe me so you know those are the kind of things that we address all the time but yes so what we've actually done and we'll talk about that throughout is managing by scope but also
determining what the value of things is so I talked about our approach where we start really high level and we start breaking it down one of the first things we want to do when we're talking with the brand is get their vision so in the past we might and
many of you might experience this you know our brands come to us and they say you know build me a website and that's sort of their vision I want a website at the end of the day well there's a lot more to that and so we'll run an exercise will actually
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