This paper traces BabyCenter's journey from chaos to a relatively mature Agile organization. Four years ago the BabyCenter team was tasked with more projects than actual developers while delivery dates were set long before projects were scoped or staffed. Multitudinous business stakeholders had direct access to team members, deluging them with requests for projects, each more urgent than the previous (in progress, yet unfinished) one. Now, four years later, the team has evolved into Sprints with predictable, steady velocities and a comprehensive planning process wrapping the Scrum Sprints.
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