Intel Agile case
Agile Project Development at Intel: A Scrum Odyssey by Pat Elwer, Intel Corporation
Intel Corporation
(NASDAQ: INTC)
Santa Clara, Calif. www.intel.com Contributors included Tim Gallagher, Intel Corporation; Katie Playfair, Danube
Technologies, Inc.; Dan Rawsthorne, Danube Technologies, Inc.; and Michael
James, Danube Technologies, Inc.
ABSTRACT
In the microprocessor industry, the product development engineering (PDE) group
Founded: 1968
exists to provide the test collateral to support cost-effective device screening and
Employees: 86,300
classification. Squeezed between the actual design teams and factory manufacturing teams, PDE is often put under tremendous pressure without ultimate control of team
Annual revenue: $38.3B
Products: microprocessors, flash memory, motherboard chipsets, network interface cards level deadline, scope, requirements, or deliverables.
To better coordinate the efforts of the sub-teams within PDE, seven teams comprising approximately 50 people volunteered to pilot a more integrated approach to product development. To organize this integration, the authors decided that Scrum was the best project management framework to employ along with agile engineering best practices. This paper describes the journey taken by the organization, its lessons learned, and the results of its investment in Scrum.
INTRODUCTION
In the software engineering world of agile and Scrum implementation, a plethora of best practices exist. Many of these involve small or medium-sized organizations using small teams, developing software in object-oriented languages. The Oregon and
Pacific (OAP) PDE team is a large organization needing to implement Scrum and agile across multiple teams, sites, cultures, and environments. Our work product is a
Test Program which runs on Automated Test Equipment (ATE). ATE has a proprietary operating system and interface languages which prevent us from using industry standard,
Intel Corporation
(NASDAQ: INTC)
Santa Clara, Calif. www.intel.com Contributors included Tim Gallagher, Intel Corporation; Katie Playfair, Danube
Technologies, Inc.; Dan Rawsthorne, Danube Technologies, Inc.; and Michael
James, Danube Technologies, Inc.
ABSTRACT
In the microprocessor industry, the product development engineering (PDE) group
Founded: 1968
exists to provide the test collateral to support cost-effective device screening and
Employees: 86,300
classification. Squeezed between the actual design teams and factory manufacturing teams, PDE is often put under tremendous pressure without ultimate control of team
Annual revenue: $38.3B
Products: microprocessors, flash memory, motherboard chipsets, network interface cards level deadline, scope, requirements, or deliverables.
To better coordinate the efforts of the sub-teams within PDE, seven teams comprising approximately 50 people volunteered to pilot a more integrated approach to product development. To organize this integration, the authors decided that Scrum was the best project management framework to employ along with agile engineering best practices. This paper describes the journey taken by the organization, its lessons learned, and the results of its investment in Scrum.
INTRODUCTION
In the software engineering world of agile and Scrum implementation, a plethora of best practices exist. Many of these involve small or medium-sized organizations using small teams, developing software in object-oriented languages. The Oregon and
Pacific (OAP) PDE team is a large organization needing to implement Scrum and agile across multiple teams, sites, cultures, and environments. Our work product is a
Test Program which runs on Automated Test Equipment (ATE). ATE has a proprietary operating system and interface languages which prevent us from using industry standard,
Bibliography: Agile Software Development with Scrum by Ken Schwaber Implementing Lean Software Development by Mary and Tom Poppendieck Lean Product and Process Development by Allen Ward Datamation Proceedings, 1968 by Melvin Conway © 2008 Danube Case Study: Intel Corporation 14