#tom demas slide_deck_resume

TOM DEMAS Slide-Deck Addendum to Resume

Tom Demas
CAREER
OVERVIEW &
HIGHLIGHTS

Experience &
Expertise
Industries &
Verticals
Org
Structures
Business
Models
Engineering Management
Product Management
Project Management
Quality Assurance
Mobile Device Porting
Technical Support
Content Moderation
IT Manager
Data Analytics
Customer Success
EXPERIENCE & EXPERTISEI have played virtually every position in the SDLC and have been exposed to a wide variety
of industries, revenue models and organizational structures.
Public Sector/Emergency Response
Commercial Real Estate
Ringtones (Personalization)
Mobile Telecom Carriers
Mobile Social Networking
Information Security & Mobility
E-Commerce (Shopify/Magento)
Transportation
Professional Services
Business to Consumer (B2C & D2C)
Single Purchase
Recurring Subscription
Business to Business (B2B)
White Label Rev-Share
Enterprise Licensing
Large Integration Project (RFP)
Startups (as Co-Founder & Employee)
Corporate/Enterprise
Traditional Manager (Authority)
Matrix Teams (Influence)
Team Member (Employee)
Consultant (Objective 3rd Party)
Exclusive Offshore Teams
Offshore Team Augmentation
Distributed Teams
3
Restaurant/Hospitality

Seek to Understand, before seeking to be
Understood.
Institutionalization of Scalable-Sustainable-Holistic
Solutions.
Agility at its core is not about “Process” but rather
core “Practices”.
Quality Assurance starts in the Requirements Phase.
Story Point Estimation is Magical.
Break it, Before it’s Built.
Ounce of Prevention, over a Pound of Cure.
That which is Measured, is Important.
I live by KPIs and Data Analytics.
No Status Quo.
Asking Why is more important than asking How.
I embody a hands-on Servant-Leader approach to
Leadership and People Management.
Empowered/Supported People make for Happy and
Productive Employees, Co-Workers and Partners.
GUIDING PRINCIPLES
These are a core set of principles and things that I firmly believe in, as they served to
foster repeated success for the companies, projects and teams I have served.
4

PRODUCT MANAGER & PRODUCT OWNER
MANAGERIAL & HANDS-ON EXPERIENCE
Agile Creative Analytical
User Experience
Customer Advocate
Operational
Excellence
Portfolio Management
Prioritizing product lines and features in accord with strategic plans and business value. Skilled at measuring ROI
on products relative to the teams/resources applied to them.
Requirements Definition
I am extremely passionate and skilled in the area of requirements gathering and documentation: Writing
epics/user stories, creating wireframes, mockups, navigation flow, designing UI/UX.
Estimation Confidence
I have developed a custom process and KPI to track and measure the quality-level, and subsequent confidence an
organization can have in any given plan/schedule and the estimates contained in it.
Release Planning
Skilled at working with agile and non-agile teams in understanding their capacity to deliver, in order to be able to
deliver accurate release planning.
Communication
Excellent written, verbal and presentation skills. Skilled at interfacing and presenting product strategy & roadmap
to all levels within an organization; executives, stakeholders, teams and customers.
Market Analysis
Tracking product success and usage trends via data analytics and KPIs. A/B testing, SEO optimization, Features
Used/Not-Used and continual Competitive Analysis.
Product Improvement
Ability to synthesize information from market analysis and prioritize/drive the changes that the market analysis
points to in a timely market-relevant manner.
Product Support
I believe that “supportability” needs to be designed for and baked-in to a product offering. It is a vital part of a
product offering that customers interact with at a critical time in the user/product journey.
5

PRODUCT & OPERATIONS BODY OF WORK
RINGTONES,
GRAPHICS & CELEBRITY
VOICEMAIL
DIGITAL PERSONALIZATION
I have been in Mobile since the
beginning when mobile products
consisted primarily of “content” vs
functionality. As Product Manager at
Moviso, I was responsible for
tracking the clearance of licensing
and other legal requirements,
scoping and managing the content
digitization process as well as the
carrier deployment of the Ringtones,
Graphics & Celebrity Voicemail.
FIRST
MOBILE VERSION
OF MATCH.COM
MOBILE DATING APPS PIONEER
During my time at Moviso, I was the
Product Manager for the first mobile
version of Match.com. This was in
2002-2003 and was built for the
capabilities of mobile devices at the
time, targeting WAP and SMS
functionality.
RABBLE MOBILE
SOCIAL NETWORKING
APP
MOBILE SOCIAL NETWORKING
APPLICATION
I was the creator and core Product
Manager with end-to-end
responsibility for the conception,
design, project management and
market launch of Rabble. We gained
traction with Rabble on Verizon,
AT&T and Virgin Mobile before
changing direction and offering
Rabble as a white-label platform
that we branded as Anthem.
ANTHEM MOBILE
SOCIAL NETWORKING
PLATFORM
WHITE-LABEL, EXTENDABLE,
SCALABLE B2B PLATFORM
I was also responsible for extending
the features and functions of the
Rabble App into a white-label
platform that would power 18 social
networking sites on mobile
(Facebook, Myspace, Twitter) and
would integrate with 11 mobile
telecom carriers worldwide for
distribution and billing.
ANTHEM
CONTENT
MODERATION
MISSION CRITICAL BUSINESS
REQUIREMENT INTERNAL TOOL
Responsible for designing and
implementing the content
moderation tools that would become
a critically important component to
the entire platform. Maintaining
best practices around content
moderation and user protection
became as vital to our success as the
core user-facing functionality.
TEST DRIVEN
DEVELOPMENT TOOL
INTERNAL TOOL BUILT TO
FACILITATE HYBRID-AGILE PROCESS
We wanted to take Test Driven
Development to the next level by
applying the principle to all features
and functions, even when there was
not a “technical test” that could be
written. We wrote all requirements
as test cases and would have a cross
functional team review in order to
identify issues before any code is
written. The schedule predictability
and quality results were dramatic.
GFY (GOOD FOR YOU)
CONSUMER PUSH EMAIL
CONSUMER EMAIL APP EMBEDDED
ON LG DEVICES
At Good Technology, I became
Product Owner of the GFY (Good For
You) Consumer Email App Embedded
LG Devices as part of an Agile
Transformation and Software Quality
Improvement initiative. I was
responsible for the redesign of the
product with an emphasis on UX
simplification and backend push-
email reliability.
GOOD
MEASURE
AUTOMATION &
INSTITUTIONALIZATION ALL SCRUM
& EXECUTIVE REPORTING
One of the proudest
accomplishments in my career has
been the conception, design and
successful deployment of an internal
tool that increased productivity and
created the building block for truly
sustainable operations at Good
Technology.
PRODUCT LIAISON TO
ENGINEERING
TRUSTED PRODUCT
MANAGEMENT PARTNER
I have often served as the elected
“Product Liaison” between Sales,
Product Management & Engineering
to formalize process and practices
for the delivery of priorities &
requirements into engineering as
well as Portfolio Management. At
Good, I was also responsible for
conducting Product Owner training
for all product managers and served
as an ongoing resource for coaching
and mentoring.
ESTIMATION
CONFIDENCE
TRACKING GROOMING DILIGENCE
AND ESTIMATION CONFIDENCE
I have developed a custom process
and KPI to track and measure the
diligence and quality of the scoping
effort, and subsequent confidence an
organization can have in any given
plan/schedule and the estimates
contained in it. It further reveals
why estimation confidence may be
low by exposing status for User Story
& UI/UX Completeness as well as
Security &Architecture Reviews.
= Inventor/Creator, from-the-ground-up Product and/or Process.
Listed in chronological order.
6

Tom Demas
TOM DEMAS
Slide Deck
RESUME

PROFESSIONAL PROFILE
20+ YEARS OF EXPERIENCE
Product Management
Project Management
Engineering Management
Agile Transformation
SDLC Operations
Mobile Application Development
Quality Assurance / Testing
IT Solutions &Consulting
Organizational experience from startups to
enterprise. Recognized ability to manage and
motivate people, lead effective teams/projects,
design quality products, as well as design &
implement the processes that will successfully
drive them into market.
High energy, passionate yet practical about
institutionalizing process and practices into the
fabric of a team and organization.
PRODUCTAGILE
Experience/working knowledge of: Scrum, Kanban, Lean, SAFe and
Test Driven Development. Skilled in coaching teams on
understanding team velocity and release capacity, user story
grooming and story point estimation, breaking down work (user
stories) into tasks that can fit into sprints, team swarming, XP
practices, sprint planning, release planning, managing
dependencies, scrum-of-scrums, Test Driven Development, unit
testing, test automation and reducing/avoiding technical debt. I
have also served as an Agile Coach working hands on with teams to
learn and embrace agile practices as well as educating managers
and executives on how to work with teams in accord with agile
principles.
Experience/working knowledge of: Scrum, Kanban, Lean, SAFe and
Test Driven Development. Skilled in coaching teams on
understanding team velocity and release capacity, user story
grooming and story point estimation, breaking down work (user
stories) into tasks that can fit into sprints, team swarming, XP
practices, sprint planning, release planning, managing
dependencies, scrum-of-scrums, Test Driven Development, unit
testing, test automation and reducing/avoiding technical debt. I
have also served as an Agile Coach working hands on with teams to
learn and embrace agile practices as well as educating managers
and executives on how to work with teams in accord with agile
principles.
QUALITY MOBILE
Hands-On experience as Product Manager and Product Owner.
Expert requirements definition skills. Writing user stories, creating
wireframes, mockups, navigation flow, designing UI/UX. Prioritizing
features in accord with strategic plans and business value.
Portfolio management, release planning, capacity planning and
competitive analysis. Excellent written, verbal and presentation
skills. Skilled at interfacing with customers and all levels within an
organization. Presenting product strategy and roadmap to
executives, stakeholders, teams and customers. Tracking product
success and usage trends via data analytics and KPIs.
Hands-On experience as Product Manager and Product Owner.
Expert requirements definition skills. Writing user stories, creating
wireframes, mockups, navigation flow, designing UI/UX. Prioritizing
features in accord with strategic plans and business value.
Portfolio management, release planning, capacity planning and
competitive analysis. Excellent written, verbal and presentation
skills. Skilled at interfacing with customers and all levels within an
organization. Presenting product strategy and roadmap to
executives, stakeholders, teams and customers. Tracking product
success and usage trends via data analytics and KPIs.
CAREER EXPERIENCE QUADRANT
Having spent several years of my career in QA, I strive to bring a
holistic understanding and approach to Quality Assurance via the
work I do as an Agile Project Manager and Product Manager.
Quality must be planned for and baked into the software delivery
process; it cannot be injected or willed to happen at the end.
Created and implemented a custom Product Definition Process and
Use Case Review Tool to improve product quality, organizational
effectiveness and time to market. Use of these practical agile
practices enabled my teams to meet the high quality standards
imposed by the mobile carrier partners, maintaining a defect
density ratio of less than 10%. Delivered complete quality
turnaround on consumer mobile email product line (GFY Good For
You) allowing company to save and further grow key partnership
with LG and Vodafone Europe.
Having spent several years of my career in QA, I strive to bring a
holistic understanding and approach to Quality Assurance via the
work I do as an Agile Project Manager and Product Manager.
Quality must be planned for and baked into the software delivery
process; it cannot be injected or willed to happen at the end.
Created and implemented a custom Product Definition Process and
Use Case Review Tool to improve product quality, organizational
effectiveness and time to market. Use of these practical agile
practices enabled my teams to meet the high quality standards
imposed by the mobile carrier partners, maintaining a defect
density ratio of less than 10%. Delivered complete quality
turnaround on consumer mobile email product line (GFY Good For
You) allowing company to save and further grow key partnership
with LG and Vodafone Europe.
15+ years’ experience designing, delivering and managing mobile
applications. Deep understanding of all major mobile platforms:
Apple, Android, Windows. Extremely pro-customer and pro-user
experience. Highlights: Led the partnership with Match.com on the
first mobile version of their application. Designed first generation
mobile applications utilizing SMS, WAP, IVR. Created, designed and
drove Anthem Mobile Social Networking platform to market,
powering 15 of the world’s most popular social networking sites,
including Facebook, MySpace and Twitter on every US mobile
carrier and 3 European carriers. Drove requirements definition
(user story writing) and tech feasibility/scope estimation (user story
grooming) for Good Technology Enterprise Mobile E-mail
application for iOS, Android & Windows Mobile.
15+ years’ experience designing, delivering and managing mobile
applications. Deep understanding of all major mobile platforms:
Apple, Android, Windows. Extremely pro-customer and pro-user
experience. Highlights: Led the partnership with Match.com on the
first mobile version of their application. Designed first generation
mobile applications utilizing SMS, WAP, IVR. Created, designed and
drove Anthem Mobile Social Networking platform to market,
powering 15 of the world’s most popular social networking sites,
including Facebook, MySpace and Twitter on every US mobile
carrier and 3 European carriers. Drove requirements definition
(user story writing) and tech feasibility/scope estimation (user story
grooming) for Good Technology Enterprise Mobile E-mail
application for iOS, Android & Windows Mobile.

CORE COMPETENCIES
Project / Program ManagementAgile Transformation Leadership
Team Building / Conflict Management
Global/Offshore Team Management Scrum, Kanban, SAFe, Lean, TDD
Mobile App Development
Requirements Definition & Estimation
Jira/Confluence Power User
Data Warehousing / Analytics / KPIs / ETL
Quality Assurance / Test Automation
QA & Quality Improvement Strategies
Technical Support / Help Desk
Professional Services / IT Consulting
Security Best Practices
Custom Reporting & Tools
Contract Negotiations IT Solutions /Infrastructure Network / Cloud Operations
Vendor Selection & Management
Amazon Web Services / APIs / Web
Services
Product Management / Product Owner

WORK EXPERIENCE
2015 – Present Tellient Director, Product & Engineering Operations
2009 – 2015 Blackberry Limited VP, Engineering Operations
2004 – 2009 Intercasting Corporation VP, Engineering Operations & QA
2005 – 2009 Intercasting Corporation Director, Product Management
2002 – 2004 Moviso/InfoSpace Mobile Director, Product Management & PMO
2000 – 2002 Smart Outsourcing Solutions IT Consultant / Owner
1998 – 2000 Information Dynamics S.A. Senior Manager, Professional Services
1996 – 1998 BDO Seidman, LLP Senior Consultant
1995 – 1996 The Gartner Group Consultant

PRE-CAREER
Quality Water: Door to Door Surveys
YMCA: Front Desk Representative
Entrepreneur: Auto Detailing Business
Boulevard Burgers: Hamburger Stand Cook
Student: B.S. Business Administration
Management Information Systems & International Business
Student: Director of Firm Relations, M.I.S.A.
Management Information Systems Association
Student Volunteer: Volunteer Income Tax Association (V.I.T.A.)
B of A: Bank Teller / New Accounts Officer
Entrepreneur: I.T.S. PC Sales & Services Business
WHAT I LEARNED…
Work Ethic
Professionalism
Entrepreneurial Spirit
Being of Service
Customer Service Minded
Sales
Troubleshooting and
Problem Solving
11

EARLY CAREER
Warner Group (Gartner): Consultant
BDO Siedman: Senior Consultant (Business & Technology Group)
Information Dynamics: Senior Manager, Professional Services
S.O.S. (IT Transformation Consulting): Owner/Principle Consultant
WHAT I LEARNED…
Learned Professional
Services Business
Technical Skills, Microsoft
Certified Systems
Engineer
Listening, Analysis,
Creating Solutions
Writing, Documentation
and Presentation Skills
12

2000’s – PRESENT
Infospace Mobile / Moviso: Director, Product Management
Mobile & Web Technology
Project Management
Agile Transformation
Product Management
Quality Assurance
Executive Management
Scale
Sustainability
People Management
Information Security
Intercasting Corp: Director, Product Management
Blackberry/Good: VP, Engineering Operations
Tellient IoT: Director, Product & Engineering Operations
WHAT I LEARNED…
13
Intercasting Corp: VP, Engineering Operations & QA

MOVISO / INFOSPACE MOBILE
Key Accomplishments
Led Billing and
Distribution
Integration
with Major US
Carriers
Introduced
Formal
Product
Management
to the
Company
Created Pre-
Paid Ringtone
Cards
Product
Manager for
First
Match.com
Mobile App
Fun Fact: Met
Beyoncé and
William Shatner
back in 2003
when they came
to our studio to
record celebrity
voicemail.
14

INTERCASTING CORP.
Key Accomplishments
Co-Founder
$17.5M VC$
6 Years
60 People
Created
Rabble App
and Brand
Created
Anthem
Mobile Social
Networking
Platform
Created
Hybrid Agile
Methods
Created Test
Driven
Development
Tool
Managed
Carrier
Integration
with 11
Operators
Managed
Device
Porting: 1088
Unique
Devices
Maintained
Excellent
Software
Quality
11% Defect
Density Ratio
Created
Content
Moderation
Tools
Maintained
CIPA
Compliance
15

BLACKBERRY (POWERED BY GOOD)
Key Accomplishments
Initially kept
on staff after
acquisition to
assist with
merger
only…
Performed a
Complete
Overhaul &
Strategic
Product
Quality
Improvement
Promoted to
VP
Engineering
Operations
Trusted w/
Broad Scope
of Respons-
ibility
Performed
Agile
Transform-
ation &
Created
Agile PMO
Automated
Scrum &
Executive
Reporting
Measurably
Improved
Core
Engineering
Practices
Introduced
Product
Portfolio
Mgmt.
Managed
Internal
Tools &
Engineering
Systems
Led and
Drove
Development
of Secure
Development
Lifecycle
Managed
Technical
Support
Customer
Success
GainSight –
Salesforce
Integration
16

PEOPLE: My Proudest Accomplishment
Below are examples of people I have managed, mentored and contributed significantly to their professional development from the early stages of
their career as individual contributors, upwards to managers and/or other directions in their careers that they wanted to pursue.
17

SUPPLEMENTAL SLIDES
These slides are intended to be discussed
during phone interview if discussion warrants.
But it’s OK if you look. 

Supplemental Slides
ESTIMATION
CONFIDENCE

Estimation Confidence
depends on and tracks the
following elements, which are
included in each teams DoD
(Definition Of Done):
 User Story Completeness
 UX/UI Completeness
 Security Review
 Open Source Review
 Architecture Review
 Patent/IP Review
The goal of the Estimation
Confidence KPI and resulting
changes in Process and
Practices is to improve the
integrity of schedules and
hence business predictability.
Teams reach consensus on
their Estimate Confidence
level for each story given the
above elements:
 High = 3 Points
 Med = 2 Points
 Low = 1 Points
ESTIMATION CONFIDENCEBehind the Calculation
20

USER STORY SOAP Review UI/UX Result or Meaning
- Not Applicable Not Applicable User Story is Always Required
Not Ready Not Assessed Not Assessed PM has not provided User Story
Ready for Grooming Pending Pending Grooming Pending by Scrum Team
Ready for Dev Complete Complete Grooming Completed & Confidence Consensus Reached
Definition of Done Checklist for User Story Grooming
User Story
Story
Points
Estimation
Confidence
(EC)
EC
Points
EC
Points
Possible
User Story EC %
Create Secure Facebook Login 5 High = 3 15 15 100%
Add Encryption to SDK 8 Med = 2 16 24 67%
Port Android Pixel Device 13 Low = 2 26 39 67%
Update KPI Dashboard Formulas 3 High = 3 9 9 100%
Modify & Perform ETL 21 Low = 1 21 63 33%
Placeholder Story 8 Low = 1 8 24 33%
Release Estimation Confidence
95 174 55%
ESTIMATION CONFIDENCEBehind the Calculation
21
EC Points are
weighted because
the initial estimate
is used at the
multiplier

Supplemental Slides
AGILE
FRAMEWORK &
ENGINEERING
OPERATIONS

AGILE PORTFOLIO FRAMEWORK
PortfolioProgramTeam
Vision/Direction
Concept
Approval
Feature
Epic
US US US
Ongoing Grooming
Sprints
Design/UX Epics
Architectural Epics
Business Epics
Grooming
Confidence
Ready
Done
Scrum of Scrums & Weekly Reviews
POR
23

Story Pointing is Magical!
The Problem:
 It’s logically impossible to plan for the unknown.
 The more precise you try to be, the less accurate you will be.
Agile methodologies propose a better way… Story Pointing
24

Story Pointing is Magical!
Story Pointing Training Slides
25

DoD - DEFINITION OF DONE
A User Story is Done When… A Sprint is Done When… A Release is Done When…
All story tasks are done Open source review conducted if applicable End-End system testing completed
Acceptance criteria satisfied Security design review completed if applicable PSR testing completed
All unit tests written Architectural impact assessed if applicable User Documentation updated
All unit tests passed IP patent review completed if applicable Release notes updated (customer facing)
Code compiles without warnings i18N updated (internationalization) if applicable All P1/S1 & P1/S2 defects closed
Functional tests written Design Documentation updated/created (internal) All P2/S1 & P2/S2 defects closed
Functional tests reviewed API L10N updated (localization) if applicable
Functional tests passed Architectural
Code peer reviewed Environment
Code committed to source control
80% of UX specs created for the next Sprint – Grooming
Confidence High
All US P1/S1 & P1/S2 defects closed All P1/S1 & P1/S2 defects for new features closed
All US P2/S1 & P2/S2 defects closed All P2/S1 & P2/S2 defects closed for new features closed
Demo to & accepted by PO Sprint demo to audience
Automated tests elements are documented (if applicable)
Automated tests developed, run and passing (if applicable)
26

WEEKLY CADENCE
27
Mon Tue Wed Thu Fri
GFE
Scrum of Scrums
G3 (+Apps)
Scrum of Scrums
GFE
POR Readiness
Execution Review
POR Readiness
Issues requiring
management escalation
Offline Problem Solving by
Teams & Stakeholders
Escalation/Alignment PrepareAnalyze/SolveCommunicate Identification
Engineering Program
status is
communicated to
Cstaff & Stakeholders
BoxTone
Scrum of Scrums
BoxTone
POR Readiness
Execution Review
Interop
Scrum of Scrums
Portfolio-Interop
Engineering Program
status is sent to
Engineering Mgmt for
Review and Feedback
Teams bring issues to
“Portfolio-Level”
Interop SoS
G3 & Apps
Execution Review
GD Platform
Execution Review
GD Platform
Scrum of Scrums

SCRUM INTEGRATED SUPPORT MODEL
28

DESIGNED, CREATED & IMPLEMENTED BETA PROGRAM
Release Planning Sprint 1 Sprint 2 Sprint 3 Validation Priority Access
UX / Product Design
Select Customers
Product Development Phases
Alpha Program
Internal
Beta Program
Internal/External
Pre-
Alpha 1
Pre-
Alpha 2
Alpha 1 Beta 1 Beta 2
Production Quality
Officially Supported via
Formal Support Channels
Owned & Supported by:
Product Management and Engineering
Prevue
Priority Customers
Production Support
Prevue General
Access
General Access
All Customers
Prototype
Limited Availability
Select Customers
Limited Access
Limited
Avail.
Designs
Mockups
Beta 3
29

ENGINEERING SYSTEMS & TOOLS
TECHNICAL PUBLICATIONS
31

ALTERNATE BACKLOG FORMAT I HAVE USED FOR BETTER PRIORITIZATION
Important
Jira: Review
Board
Replacement
Jira: Rally
Integration
Jira: P4 Jobs
Integration
Jira: Perforce
Integration
Jira: RightNow
Integration
Jira:
Dashboards/
PowerReports
Jira: Customer
Facing Feature
Requests
Jira: Customer
Facing EA
Jira: Customer
Facing LG/Moto
Jira: Basics
Workflows
Jira: SLA
Tracking
Good University
Rally Portfolio
Manager
SSEA16 Support
Feedback/
Surveys
SDL Support
Collaboration
Engineering
Blog,
Discussions, etc
Supported
Devices DB
EA Program
(get.good.com)
+ Participation
Reporting
Jira: SBM Data
Migration
Wiki ReOrg
Datamart
Aptest
Replacement +
Automation
Management
Rally WishList
Items
Not Urgent
1 = DO
NotImportant
Urgent
2 = PLAN
3 = MITIGATE 4 = ELIMINATE
Urgent and Important Important but Not Urgent
Urgent but Not Important Not Important and Not Urgent
32

CREATED AGILE WORKSPACE AND CO-LOCATED ALL CROSS FUNCTIONAL TEAM MEMBERS TOGETHER
Peter
IOS
GMC +
WP7
Android
Eng.Ops
TTMD
Automation
PSR
B&R
UX
Tom
Demas
Senya
VPE
GMMS
Exchange
NOC
Good
Dynamics
Tom
Smith
Ravi
33

Supplemental Slides
THE
AGILE
MANAGER

THE AGILE MANAGER
As part of the Agile Transformation I led at Good/Blackberry, I also re-wrote the Engineering Management Job Description to be in-line with Agile principles.
35

Supplemental Slides
AUTOMATED SCRUM &
EXEC REPORTING

GOOD MEASURE – ENG SCHEDULES
38

GOOD MEASURE – TEAM SCRUM REPORT
39

40

41

GOOD MEASURE – SPRINT STATUS
42

GOOD MEASURE – PLANNING READINESS
43

44

45

46

SCRUM & EXEC REPORTING
Team / Overall Status 4/1 4/8 4/15 4/22 4/29 5/6 5/13 5/20 5/27 6/3 6/10 6/17 6/24 7/1 7/8 7/15 7/22 7/29 8/5 8/12 8/19 8/26 9/2 9/9 9/16 9/23 9/30 10/7 10/14 10/21 10/28 11/4 11/11 11/18 11/25 12/2 12/9 12/16 12/23 12/30 1/6 1/13 1/20 1/27
GFE iOS Done
GFE GMA iOS Done
GFE Android Done
GFE GMA Android Done
GFE Windows 8 (Beta) Done
GFE GMC Done
GFE Domino Done
GFE Exchange Done
GFE Exchange EWS/O365 Done
GFE NOC Done
Team / Overall Status 4/1 4/8 4/15 4/22 4/29 5/6 5/13 5/20 5/27 6/3 6/10 6/17 6/24 7/1 7/8 7/15 7/22 7/29 8/5 8/12 8/19 8/26 9/2 9/9 9/16 9/23 9/30 10/7 10/14 10/21 10/28 11/4 11/11 11/18 11/25 12/2 12/9 12/16 12/23 12/30 1/6 1/13 1/20 1/27
GD SDK (Cedar) Done
GD Server (Cedar) Done
Vault iOS (Blackbird) Done
Vault Android (Blackbird) Done
Connect (Cardiff) Done
Share (Capt. Falcon) Done
Good Access Dublin release contunies on D-Series tracking
AppCentral (Renior) Done
Boxtone (Evolution) Done
GFE Cessna (R8 & R8.5 Releases)
C-Series Releases for Platform, Apps & Partnerships
47

Team / Overall Status Phase Scope Schedule Budget
Variance &
Delivered /
Committed
Defect
Exit
Criteria
Open Defects
P1/P2
Highlights
GFE iOS/GMA (iOS7 + R9)
DeHavilland GA: 5/28/2014
Development
Sprint 8 of 9
Scope Schedule Budget
-16%
(+11%)
178 / 246
Dev: 10
P1:5(+1)
P2:82+(21)
iOS7 validation test resulted in a significant number of defects. Engineering
Manager will be going to Poland for 2 weeks to work with the teams during this
critical time. Team is behind on scope and quality. Team working Saturdays for the
remainder of the release until they are caught up.
GFE Android
Development
Sprint 8 of 9
-18%
(+27%)
105 / 176
Dev: 10
P1:5(-1)
P2:45(-10)
Team is behind on scope and quality. Team working Saturdays for the remainder of
the release until they are caught up.
GFE GMA Android
Development
Sprint 8 of 9
0% (+18%)
56 / 69
Dev: 10
P1:(0)
P2:(0)
Team has agreed to work Saturdays for the remainder of the release until they are
caught up on scope. Team has made good progress on getting caught up.
GFE Windows Phone
Development
Sprint 7 of 8
+10%
(+8%)
85 / 84
Dev: 10
P1:0(0)
P2:0(-3)
No release level issues or risks at this time.
GFE GMC
Validation
Workdays Left: 26
Feature
Complete
Dev: 5
P1:2(+1)
P2:10(0)
GFE Domino
Validation
Workdays Left: 27
Feature
Complete
Val: 0
P1:0(0)
P2:3(-6)
GFE Exchange
Development
Sprint 3 of 3
+7% (-8%)
61 / 78
Dev: 5
P1:1(0)
P2:21(+4)
GFE NOC
1.20GA Release: 2/22/2014
Development
Sprint 2 of 2
Scope Schedule Budget N/A Dev: 2
P1:1(0)
P2:1(0)
Deploy 1.20 to Production 2/22. No release level issues or risks at this time.
GFE DeHavilland (R9)
48

Team / Overall Status Phase Scope Schedule Quality
Variance &
Delivered /
Committed
Defect
Exit Criteria
Open Defects
P1/P2
Highlights
GD GC Quick Start SR1
EC: 10/9/14
GA: 10/15/14
General
Availability
Scope Schedule Quality N/A
Dev: 10
Val: 0
P1: 0 (0)
P2: 0 (0)
GA customer live on 10/15.
GFE iOS R9.2
R9.1 EC: 9/24/14
R9.1 GA: 10/27/14
Validation
Workdays Left: -
5
Dev: 10
Val: 0
P1: 1 (-1)
P2: 1 (-6)
Team continue with final validation and defect fixing. Release date slipping due to focus on fixing sept issues
and extra steps to review and understand code changes. UHG fix, and Blocking Keyboard Story added into this
release.
GFE Android/GMA R9.2 SR
EC: 10/21/14
GA: 10/29/14
Validation
Workdays Left:
2
Dev: 10
Val: 0
P1: 1 (0)
P2: 9 (0)
SR for resetting socket for Session 2 and numerous bug fixes. New library build from ENTWRX received on
10/17 but still not working properly. New estimated GA date is 10/29.
Variance &
Delivered /
Committed
Defect
Exit Criteria
Open Defects
P1/P2
Highlights
GFE iOS/GMA
R10 Eindecker EC: TBD
R10 Eindecker GA: TBD
TBD Scope Schedule Quality
% (0%)
/40
Dev: 10
Val: 0
P1: (0)
P2: (0)
7/31 POR Lockdown no longer valid due to resources being shifted to Good Work as well as emergency SR's
and Hot Fixes extending current release duration. PM is now adjusting plans and stories for this release. New
POR plan to be in place by next week of 10/27.
GFE Android/GMA
% (0%)
/23
Dev: 10
Val: 0
P1: (0)
P2: (0)
GFE GMC
EC: 10/10/2014
GA: 11/17/2014
Validation
Workdays Left:
21
Scope Schedule Quality
Feature
Complete
Dev: 10
Val: 0
P1: (0)
P2: (0)
Two new requirements added to this release during cycle 2 validation (UHG fix and setting Windows
platforms GFE clients as "do not install" by default in newly created policies). New date being estimated at
11/24. TBD by PM if we can release week of Thanksgiving holiday.
Service Releases
E-Series GFE (Eindecker R10)
49

Variance &
Delivered /
Committed
Defect
Exit Criteria
Open Defects
P1/P2
Highlights
G3 iOS
EC: 12/8/14
Green Lantern GA: 12/15/14
Development
Workdays Left:
11
-66% (-66%)
20/138
Dev: 10
Val: 0
P1: 6 (+2)
P2: 45 (+8)
Preliminary POR review occurred on 10/9; Team on track for POR Lockdown targeted for 10/29.
Risk increasing as team is getting behind on story point burndown and defect count is very high.
G3 Android
EC: 12/8/14
Development
Workdays Left:
16
-36% (-36%)
31/220
Dev: 10
Val: 0
P1: 5 (+1)
P2: 65 (+15)
G3 People (Client Code)
EC: 12/8/14
Development
Workdays Left:
11
-37% (-37%)
8/62
Dev: 10
Val: 0
P1: 1 (+1)
P2: 7 (+1)
Risk increasing as team is getting behind on story point burndown.
G3 Docs (Client Code)
EC: 12/8/14
Development
Workdays Left:
11
-43% (-43%)
109/339
Dev: 10
Val: 0
P1: 12 (+6)
P2: 39 (-1)
G3 Analytics
EC: 12/8/14
Gloin GA: 12/15/14
Development
Workdays Left:
15
% (0%)
/197
Dev: 10
Val: 0
P1: 0 (0)
P2: 0 (0)
Team has started development.
G3 GEMS Core
EC: 12/8/14
Development
Workdays Left:
15
4% (+4%)
117/122
Dev: 10
Val: 0
P1: 0 (-1)
P2: 0 (-1)
Team has started development.
G-Series Good Work
50

Variance &
Delivered /
Committed
Defect
Exit Criteria
Open Defects
P1/P2
Highlights
GFE iOS/GMA
% (0%)
/40
Dev: 10
Val: 0
P1: (0)
P2: (0)
GFE Android/GMA
% (0%)
/23
Dev: 10
Val: 0
P1: (0)
P2: (0)
GFE GMC
EC: 10/10/2014
GA: 11/17/2014
Validation
Workdays Left:
21
Feature
Complete
Dev: 10
Val: 0
P1: (0)
P2: (0)
Two new requirements added to this release during cycle 2 validation (UHG fix and setting Windows
platforms GFE clients as "do not install" by default in newly created policies). New date being estimated at
11/24. TBD by PM if we can release week of Thanksgiving holiday.
GFE Domino
EC: 10/13/2014
GA: 10/22/2014
Validation
Workdays Left:
2
Feature
Complete
Dev: 10
Val: 0
P1: (0)
P2: (0)
Team concluding validation. No release level risks or issues at this time.
GFE Exchange
EC: 10/13/2014
GA: 10/22/2014
Validation
Workdays Left:
2
Feature
Complete
Dev: 10
P1: (0)
P2: (0)
Team concluding validation. No release level risks or issues at this time.
GFE NOC 1.22
EC: 10/3/2014
GA: 11/15/2014
Validation
Workdays Left:
20
Dev: 10
Val: 0
P1: 0 (0)
P2: 0 (0)
1.22 in validation. DCO has opportunity for pushing Orca 1.22 into production on 11/15. Additional work
underway to reproduce AddQ issue in order to test propose fix.
E-Series GFE (Eindecker R10)
51

Team / Overall Status
Workdays
to
POR
Grooming
Confidence
Target
Variance This
Week
Release
Capacity
Grooming
Confidenc
e
US
Ready
UX
Complete
Concept
Prelim
POR
POR
Beta
Start
Target
GA
Highlights/Notes
80% 0% 0% 3/24
(0%) (0%) (-80%)
97% 0% 0%
(+17%) (-17%) (-43%)
-21% 195% 59% 43% 51%
Target:
80%
Cap: 80
Scope: 156
(-10%) (-7%) (-3%)
-23% 423% 57% 45% 40%
Target:
80%
Cap: 60
Scope: 254
(0%) (+3%) (+2%)
+18% 78% 98% 100% 100%
Target:
80%
Cap: 210
Scope: 164
(0%) (0%) (0%)
-13% 72% 100% 48% 11%
Target:
80%
Cap: 65
Scope: 47
(0%) (0%) (0%)
+19% 124% 99% 97% 9%
Target:
80%
Cap: 90
Scope: 112
(+12%) (+10%) (+1%)
+4% 116% 84% 55% 79%
Target:
80%
Cap: 131
Scope: 152
(+4%) (-29%) (+75%)
GFE Eindecker - POR Readiness Dashboard
GFE iOS+GMA
R9.1
POR
Locked 80% 80% 5/7 6/18
GFE
Android+GMA
R9.1
POR
Locked 97% 97% 3/24 5/7
TBD
PA: 07/14
GA: 8/11
R9.1 POR Lockdown approved. Team achieved Grooming
Confidence target of 80%.
GFE iOS+GMA
Eindecker
3 3/24 5/7 6/18
6/18 TBD
PA: 07/14
GA: 8/11
R9.1 POR Lockdown approved. Team exceeded Grooming
Confidence target of 80%.
GFE
Android+GMA
Eindecker
3 3/24 5/7 6/18 TBD
TBD TBD
Team is behind schedule on grooming R10 due to R9
submission and R9.1 grooming. Current target scope has the
team at ~200% over capacity.
GFE Exchange
Eindecker
3 3/24 5/7 6/18 TBD TBD
TBD
GFE Domino
Eindecker
3 3/24 5/7 6/18 TBD TBD Team is behind schedule on grooming R10.
No POR Readiness issues or risks at this time.
GFE GMC
Eindecker
3 3/24 5/7 6/18 TBD TBD
Target scope is over 100% of teams capacity. Must reduce
scope to allow some buffer for unknowns and grooming
variance.
3 3/24 5/7 6/18 7/7 9/26
variance.
GFE Windows
Tablet
Eindecker
52

Team / Overall Status
Workdays
to
POR
Grooming
Confidence
Target
Variance This
Week
Release
Capacity
Grooming
Confidenc
e
US
Ready
UX
Complete
Concept
Prelim
POR
POR
Beta
Start
Target
GA
Highlights/Notes
-21% 195% 59% 43% 51%
Target:
80%
Cap: 80
Scope: 156
(-10%) (-7%) (-3%)
-23% 423% 57% 45% 40%
Target:
80%
Cap: 60
Scope: 254
(0%) (+3%) (+2%)
+19% 124% 99% 97% 9%
Target:
80%
Cap: 90
Scope: 112
(+12%) (+10%) (+1%)
+4% 116% 84% 55% 79%
Target:
80%
Cap: 131
Scope: 152
(+4%) (-29%) (+75%)
9/26
variance.
GFE Windows
Tablet
Eindecker
3 3/24 5/7 6/18 7/7
GFE GMC
Eindecker
3 3/24 5/7 6/18 TBD TBD
variance.
TBD
GFE
Android+GMA
Eindecker
3 3/24 5/7 6/18 TBD
TBD TBD
GFE iOS+GMA
Eindecker
3 3/24 5/7 6/18
GFE Eindecker - POR Readiness Dashboard
53

Red
Impact is 100% certain. Team will need to make CCB proposal.
Red
0% - 70% of story points accepted by end of sprint.
Trending from Yellow-to-Red
Impact is very likely but team is still working to avoid or mitigate CCB.
Yellow
Trending from Red-to-Yellow
Team believes they may be able to avoid or mitigate impact.
Green
Yellow
There is significant risk.
Blue
Team exceeds sprint plan.
Trending from Green-to-Yellow
There is moderate risk.
Trending from Yellow-to-Green
Team believes they may be able to avoid or mitigate current risk.
Green
No known release level risk or impact to scope and/or schedule at this time.
Blue
Team is tracking ahead of schedule and/or scope.
All references to impact or risk refer to release level scope and/or schedule.
Overall Release Health Sprint Health
RAG STATUS DEFINITIONSRAG: Red | Amber (Yellow) | Green
54

Supplemental Slides
AGILE
SECURE
DEVELOPMENT
LIFECYCLE

AGILE SDL – Secure Development Lifecycle
56

Supplemental Slides
DISTRIBUTED
TEAMS &
OUTSOURCING

58
Sunnyvale
(118)
San Diego
(27)
Dallas
(10)
Columbia
(19)
Poland
(52) Ukraine
(82)
Beijing
(14)
Tianjin
(73)
India
(17)
London
(18)
Employees
Outsource
Partners

Managed 44 SCRUM TEAMS across 10 SITES,
7 TIME-ZONES, with only 5 SENIOR SCRUM
MASTERS (reduced from 13) as a direct result of the
TOOLS & PROCESS I put in place.
Good Dynamics
1. GD Wrapping Engine
2. GD Windows
3. GD Cloud GC
4. GD NOC Gimlet
5. GD SDK Gimlet
6. GD SDK Fir SR1
7. GD NOC Fir SR1
8. GD Wrapping Engine II
9. GD Console/Proxy
10. GD Console Fir SR1
11. GC Quick Start SR1
12. Good Cloud
Good Works
1. GW iOS SVL FF SR1
2. GW Android SVL FF SR1
3. GW Active Sync SVL
4. GW IOS SVL
5. GW IOS China
6. GW Android SVL
7. GW Android China
8. GW People Client Code
9. GW Docs Client Code
10. GW GEMS Core
11. GW Automation
12. GW PSR
13. G3 Cloud
Collaboration Apps
1. CA Automation Collab GD
2. CA PSR Collab Apps
3. CA Good Access Android
4. CA Good Access iOS
5. CA Share Client SR6
6. CA Share Client SR7
7. CA Connect Client
MSM
1. MSM BTA
2. MSM Core
3. MSM Support
4. MSM GD Ops
5. MSM Core Classics
GFE
1. GFE Windows 8 (Tablet)
2. GFE iOS
3. GFE Android
4. GFE Domino
5. GFE DCE
6. GFE Exchange EWS SQL
7. GFE GMC
59

TEAM STRUCTURE OVERVIEW
60
Good
Dynamics
GD SDK
Sunnyvale
(10)
GD SDK
Lviv
(11)
GD SDK
London
(19)
GD SDK Win
Poland
(6)
GD Server
Sunnyvale
(18)
GD Server GC/MDM
Toronto
(9)
GD Server GC/MAM
Tainjin
(7)
GD Server GC Lite
Ukraine
(11)
GD AppCentral
(9)
G3 iOS China
Tianjin
(12)
G3 iOS
SVL
(17)
G3 Android
SVL
(13)
G3 Android China
Tianjin
(13)
G3 ActiveSync
Sunnyvale
(7)
G3 Docs/Share
SD/India
(?)
G3 People
SD
(12)
G3 GEMS Server
SD/DAL/SVL
(14)
G3 Portal Team
Beijing
(16)
Collab AppsGood 3 GFE MSM
Good SalesForce1
Beijing
(5)
Good Access And
Lviv
(15)
Good Access iOS
Lviv
(15)
Good Pro iOS Team
Tianjin
(5)
Good Pro Android
Team Tianjin
(5)
MDM/IS
GFE iOS
Poland
(17)
GFE Android
Poland
(14)
GFE WP8
Poland
(9)
GFE GMC
Poland/Tianjin
(19)
GFE Exchange
SVL/Tianjin
(15)
GFE Domino
India/Dallas
(16)
GFE NOC
Sunnyvale
(13)
MSM Core
COL
(7)
Cloud MDM
Sunnyvale
(16)
MSM Classic Core
COL/India
(6)
MSM GD Ops
COL
(7)
MSM Ops Classic
COL
(7)
MSM Support
COL
(9)
MSM BTA
COL/India
(6)
Yoel Crane EJ Svensson David Kanter Lance Craner Annu Singh
Sudhakar
Peddibhotla
8 Teams
112 People
managed by:
1 APL
1 FTSM
8 Teams
120 People
managed by:
1 APL
2 FTSM
6 Teams
55 People
managed by:
1 APL
0 FTSM
7 Teams
121 People
managed by:
1 APL
3 FTSM
6 Teams
48 People
managed by:
1 APL
0 FTSM
3 Team
14 People
managed by:
1 APL
0 FTSM
FTSM = Full Time ScrumMaster
Offshore Contractor Resources
Team Level Project Management
APL = Agile Project Leader
Engineering Ops Employee
Technical Program Management
APL = Agile Project Leader
Engineering Manager
Technical Program Management
Good Pro
GFY
Hanson
Wang
2 Teams
25 People
managed by:
1 APL
0 FTSM
GFY FIRST
CNT
(2)
44 Teams
473 People
5 APL
6 FTSM
GD Server GC/MDM
Toronto
(9)
GD Server SDK
MDM
(6)

1. GMA R6 PMR iOS 2.1.0.1503
2. GMA R6 PRF1 iOS 2.1.1.1507
3. GMA R6 PRF2 iOS 2.1.2.1510
4. GMA R6 PRF3 iOS 2.1.3.1513
5. GMA R6 MR iOS 2.1.3.1513
6. GMA R6 PSR1 iOS 2.1.4.1518
7. GMA R6 SR1 iOS 2.1.4.1518
8. GMA R6 PSR2 iOS 2.1.5.1591
9. GMA R6 SR2 iOS 2.1.5.1591
10. GMA R7 PMR iOS 2.2.1.1575
11. GMA R7 PRF1 iOS 2.2.1.1591
12. GMA R7 MR iOS 2.2.1.1591
13. GMA R7 PSR1 iOS 2.2.2.1611
14. GMA R7 SR1 iOS 2.2.2.1611
15. GMA R6 PMR 2.3 Android 2.0.1.15
17. GMA R6 MR 2.3 Android 2.0.1.55
18. GMA R6 MR 4.0 Android 2.0.1.72
19. GMA R6 PSR2 2.3 Android 2.1.0.19
20. GMA R6 PSR2 4.0 Android 2.1.0.16
21. GMA R6 PSR2 4.1 Android 2.1.0.5
23. GMA R6 SR2 2.3 Android 2.1.0.59
24. GMA R6 SR2 4.0 Android 2.1.0.75
25. GMA R6 SR2 4.1 Android 2.1.0.14
26. GMA R6 SR2 4.2 Android 2.1.0.7
27. GMA R7 PSR2 2.3 Android 2.1.0.20
28. GMA R7 PSR2 4.0 Android 2.1.0.17
31. GMA R7 SR2 2.3 Android 2.1.0.60
32. GMA R7 SR2 4.0 Android 2.1.0.76
33. GMA R7 SR2 4.1 Android 2.1.0.15
34. GMA R7 SR2 4.2 Android 2.1.0.8
39. GMA R8 PRF1 2.3 Android 2.3.0.29
40. GMA R8 PRF1 4.0 Android 2.3.0.24
41. GMA R8 PRF1 4.1 Android 2.3.0.13
42. GMA R8 PRF1 4.2 Android 2.3.0.13
43. GMA R8 PRF1 4.3 Android 2.3.0.3
44. GMA R8 MR 2.3 Android 2.3.0.67
45. GMA R8 MR 4.0 Android 2.3.0.84
46. GMA R8 MR 4.1 Android 2.3.0.22
47. GMA R8 MR 4.2 Android 2.3.0.16
48. GMA R8 MR 4.3 Android 2.3.0.7
1. Connect R1 SR1 iOS 1.2.5
2. Connect R2 MR iOS 2.1
5. Connect R2 MR Android 2.1
6. Connect R2 SR1 Android 2.1.1
7. Connect R2 SR2 Android 2.1.2
8. Connect R1 MR Server 1.2
9. Connect R1 SR1 Server 1.2.5
10. Connect R2 MR Server 2.1
11. Connect R2 SR2 Server 2.1.2
12. Share iOS 2.7.3
13. Share iOS 2.7.4
14. Share iOS 2.8.0
15. Share iOS 2.8.1
16. Share iOS 2.8.2
17. Share iOS 2.8.3
18. Share iOS 3
19. Share Android 2.8.0
20. Share Android 2.8.1
21. Share Android 3
22. Share Server 2.7.3
26. Share Server 3
27. AppCentral Pre-R2.5
28. AppCentral R2.5P SR2 15722
29. AppCentral R2.7 SR1 HF1 14808
31. AppCentral R2.7 SR2 14910
35. AppCentral R3.0 MR 15271
36. AppCentral R3.1 MR 15605
1. GFE R6 PMR iOS 2.1.0.1503
2. GFE R6 PRF1 iOS 2.1.1.1507
3. GFE R6 PRF2 iOS 2.1.2.1510
4. GFE R6 PRF3 iOS 2.1.3.1513
5. GFE R6 MR iOS 2.1.3.1513
6. GFE R6 PSR1 iOS 2.1.4.1518
7. GFE R6 SR1 iOS 2.1.4.1518
8. GFE R6 PSR2 iOS 2.1.5.1591
9. GFE R6 SR2 iOS 2.1.5.1591
10. GFE R7 PMR iOS 2.2.1.1575
11. GFE R7 PRF1 iOS 2.2.1.1591
12. GFE R7 MR iOS 2.2.1.1591
13. GFE R7 PSR1 iOS 2.2.2.1611
14. GFE R7 SR1 iOS 2.2.2.1611
15. GFE R7 PSR1 iOS 2.2.2.1656
16. GFE R7 SR2 iOS 2.2.2.1656
17. GFE R7 PSR3 iOS 2.2.2.1659
18. GFE R7 SR3 iOS 2.2.2.1659
19. GFE R8 PMR iOS 2.3.0.2161
20. GFE R8 PRF1 iOS 2.3.1.2171
21. GFE R8 MR iOS 2.3.2.2175
22. GFE R6 PMR Android 2.1.0.248
23. GFE R6 MR Android 2.1.0.248
24. GFE R6 PSR1 Android 2.1.1.251
25. GFE R6 SR1 Android 2.1.1.251
41. GFE R8 PRF1 Android 2.3.0.292
42. GFE R8 PRF2 Android 2.3.0.295
1. GFE R7 MR Windows Phone 1.8.17
2. GFE R7 SR1 Windows Phone 1.8.22
3. GFE R8 MR Windows Phone 1.9.36
4. GFE R6 MR Exchange MAPI 7.1.0.34
5. GFE R6 HF1 Exchange MAPI 7.1.0.38
6. GFE R6 SR1 Exchange MAPI 7.1.1.46
7. GFE R8 MR Exchange MAPI 7.2.0.53
10. GFE R6 MR Domino 7.0.2.38
11. GFE R6 HF1 Domino 7.0.3.3
14. GFE R6 SR1 Domino 7.0.3.17
15. GFE R8 MR Domino 8.0.2.17
16. GFE R6 MR GMC 2.3.0.402
17. GFE R6 HF1 GMC 2.3.0.414
18. GFE R6 HF2 GMC 2.3.0.423
19. GFE R6 SR1 GMC 2.3.1.430
20. GFE R6 SR1 HF1 GMC 2.3.1.458
21. GFE R6 SR2 GMC 2.3.2.3
22. GFE R8 MR GMC 2.4.0.501
23. GFE R8 SR1 GMC 2.4.1.539
24. GFE R6 EA SR1 Exchange EWS 8.0.1.83
25. GFE R6 MR Exchange EWS 8.0.1.86
26. GFE R6 SR1 Exchange EWS 8.0.2.13
27. GFE R6 SR1 HF1 Exchange EWS 8.0.2.14
1. GD Client SDK for iOS 1.3.3455
7. GD PhoneGap Plugin v1.4.35
12. GD SDK for Android v1.4.1010
15. GD SDK for iOS 1.4.4068
21. GD Good Control v1.3.26.27
27. GD Good Proxy v1.3.26.33
31. GD Good Wrapping Server 1.4.31.7
32. GD Good Wrapping Server 1.4.30.10
199 Annual Major & Minor Release Releases
Comfortable in HIGH-VOLUME, HIGH-COMPLEXITY, HIGH-STAKES
Environment & Situations.

CRITERIA FOR REGION SELECTION
1 • Economic, Political & Cybersecurity Stability
2 • Experienced & Qualified Talent
3 • Time Zone Compatibility
4 • Attrition Rates
5 • Cost / Average Salary Estimations
6 • Education System
7 • English Language Skills
8 • Travel Time & Accessibility
9 • Culture Match
10 • Pro Employer Labor Laws
62

TIME-ZONE COMPATIBILITY
Location
Time to
Collaborate
AM AM AM AM AM AM AM AM AM AM AM AM PM PM PM PM PM PM PM PM PM PM PM PM
Sunnyvale 10 Hours 12am 1am 2am 3am 4am 5am 6am 7am 8am 9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm 9pm 10pm 11pm
Canada 7 Hours 8am 9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm
Argentina 6 Hours 8am 9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm
UK 2 Hours 8am 9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm
N. Ireland 2 Hours 8am 9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm
Poland 2 Hours 9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 8am
India 0 Hours 12pm 1pm 2pm 3pm 4pm 5pm 6pm 8am 9am 10am 11am
63

Supplemental Slides
QUALITY
ASSURANCE
RESEARCH
DATA

INDUSTRY-WIDE SOFTWARE QUALITY DATA
56%
77% 52%
Across Best-Average-Poor performing software projects… Requirements and Design consistently lead to highest category of defect origin.
Technical Debt must be managed and eliminated,
otherwise it will eventually undermine software
delivery schedules, debilitate agility and reduce
consumer satisfaction.
65

66

67

Defining requirements up-front is still Agile!
68

8 Weeks
Release Planning
MUST HAVES
50% Customer
Committed
3 Weeks
Sprint 1
3 Weeks
Sprint 2
3 Weeks
Sprint 3
75% Customer
Committed
100% Customer
Committed
SHOULD HAVES COULD
7 Weeks
Validation
69

Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9
Sprint 1 Sprint 2 Sprint 3
Sprint
Planning
Product
Brief
User Stories Writing/Updating Test Cases and/or Test Automation
UI/UX Design
Sprint
Demo
Coding
Test
Sprint
Demo
Sprint
Demo
Defect Origin
Defect Discovery
Code Reviews & Unit Testing
Coding
Test
Coding
Test
70

Defect High-Water Mark Forecasted Find/Fix
71

PROACTIVE VS. REACTIVE WORK
Product Development
Deliver Product Vision
Validation Testing
Quality Customer Releases
Device/Server Porting
Expand Customer Addressability
Product Enhancements
Responsive to Customers & Sales Opportunities
Customer Success
Proactive Problem Solving
Technical Support
Reactive Damage Control
Most Strategic
Less Strategic
72

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