This is part 7 of our series processing the results of the Amazee Agile Agency Survey. Previously I wrote about defining work, this time let’s focus on estimations. How do you estimate and who does estimations in your teams?
\nFirst, we asked about how teams estimate. 43.3% of the contestants answered “Estimation is done in days/hours”, 20% say “Estimation is done in story points based on complexity” and 16.7% mentioned, “Estimations in done in story points based on effort”. The remaining answers of 3% each varied in different degrees of combined estimations, i.e. teams would estimate on a higher level using story points and compare then against hour based task estimations. Also one of the 30 contestants answered that they don’t do estimates at all. For some background information, you can refer to this article on story points.
\nAt Amazee we do two different kinds of estimations. We estimate in days for the offers that we create and put a general price tag below the contract. This is intended to fix a budget but not to guarantee an exact feature set to be delivered. When we go to the implementation phase, teams estimate Jira tickets using story points. The story points are based both on complexity and effort, based on our velocity we can related story points to a price tag and compare against the initial offer and how much budget is left.
\nWe also asked about who is involved in estimation. 50% say that “the entire team does all estimations”, 36.7% mentioned that “a tech lead does high-level estimates, the team estimates on a lower level”. 6.7% say that “a tech lead does all estimates”.\nFor us, at Amazee we tend towards having a tech lead doing high-level estimates and having the team estimate on individual stories and tasks which get prepared for a sprint to work. The tech lead role can be fulfilled by any developer of a Scrum team and may change however the team and the team lead decide it would work best. More complex offers get challenged by multiple developers, more straightforward suggestions will be estimated by only one developer together with the PO. All proposals get reviewed by management. When the team does estimations, we do them along with the entire Scrum team. In some instances, we will limit the number of people in estimation meetings to find a balance between shared knowledge and how much time can be spent discussing as a group of people.\nHow do you estimate? Please leave us a comment below. If you are interested in Agile Scrum training, don’t hesitate to contact us.\nStay tuned for the next post where we’ll look at client interactions.
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\nWhen asked about who is involved in defining work, we asked about which roles would be included in different phases of the ticket process.
\nIt looks like there is an apparent tendency for Developers or Lead Developers to be involved in all parts of defining the work. It also makes sense that Clients / Product Owners or the internal counterparts in the agency PM / PO Proxies do participate in defining the work but don’t participate in estimating.\nFor us at Amazee, having the entire team estimate is essential to make sure there is common knowledge about the problem space and that we can get multiple views to validate our understanding of the client’s requirements. Any of our developers can take a leadership position in a particular project, that person would then be tasked to specify tickets together with the Project Owner (PO) or the client directly, and get estimated by the team later on.\nSurvey contestants also shared some additional insights about defining work/tickets. I’d like to quote a few of them.
\n\n\n\"We have in each team an estimation engineer, scrum master and an architect. Everyone is responsible for doing architectures and estimations, bit the QA goes through these roles. The scrum master is responsible for the 2 weekly process while also being part of the development team.\"\n\"Involvement across ticket lifespan evolves as project matures.\"\n\"Being the most verbose possible.\"\n\"You have not mentioned Acceptance Criteria. This is written in collaboration between our QA and Stakeholders client side, ideally the product owner.\"\n\"Again - depending on the project/the client and the PM. We had clients that created and defined tickets together with the PO at our side, so that they could be specified during planning and then estimated by the devs. Sometimes PM is doing it, and sometimes this is done by the lead dev (if PM/PO isn't able to do it). Estimation depends a bit on the time pressure and the team size. If possible we estimate with the whole team. But sometimes we only have the lead dev and the dev who is going to implement the feature estimate.\"
\n
We also asked which tools were how important when it comes to organizing work. As shown in the illustration above, the ones that had the most apparent tendency towards their importance were “Sprints”, “User stories”, “Acceptance criteria” and “Tasks”, whereas the graph looks more indifferent when it comes to “Epics”, “Definition of Done”, “Definition of Ready” and “Releases/Versions”.\nFor us at Amazee, two-week sprints are a crucial instrument for planning and deciding about the priorities of our work. We don’t use User Stories all the time but feel like they are a good way of allowing clients to explain their requirements to the team effectively. Acceptance criteria (AC) are a must for anything that the team will implement - this can be on the user story level or the task level. Our teams also follow a definition of done to make sure that everything is in the right place when it comes to browser testing or on which environment results should be available. Recently, we started using Epics to group requirements that we had earlier on put into components in Jira. This allows to easily track the progress per Epic which is a neat feature in Jira. Releases/Versions aren’t used too much in the teams I work with.\nHow do you define your work? Please leave us a comment below. If you are interested in Agile Scrum training, don’t hesitate to contact us.\nStay tuned for the next post where we’ll look at estimations.
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Previously I wrote about forming discovery and…","html":"Welcome to part five of our series, processing the results of the Amazee Agile Agency Survey. Previously I wrote about forming discovery and planning. This time let’s focus on team communication and process.
\nWhen it comes to ways how to communicate, the ones that got selected with the highest rating of “mostly practised” where “Written communication in tickets”, “Written communication via Chat (i.e. Slack)” as well as “Group meetings for the entire team”. The options that most often got selected as “Not practised” where “Written communication in blog or wiki” and “Written communication in pull requests”.
\nFor us at Amazee Labs Zurich, a variety of communication channels is essential. Regular 1-on-1 meetings between managers and their employees allow us to continuously talk about what’s important to either side and work on improvements. We communicate a lot via Slack where we have various team channels, channels together with clients related to projects, channels for work-related topics or just channels to talk about fun stuff. Each morning, we start with a short team stand-up for the entire company where we check in with each other, and that’s followed by a more in-depth standup for the Scrum teams where we talk about “What has been done, What will be done and What’s blocking us”. Written communication happens between the team and customers in Jira tickets. As part of our 4-eyes-principle peer review process, we also give feedback on code within pull requests that are used to ensure the quality of the code and train each other.
\nWe talked about iteration length in part 1 of this series. Now let’s look into how much time we spend on which things.
\nAccording to the survey, the majority of standups take 15 minutes, followed by 5 minutes and 10 minutes with a few ones taking up to 30 minutes.\nThis also reflects ours: we take 10 minutes for the company-wide stand up amongst 24 team members and another 15 minutes for the Scrum Team specific stand-ups.
\nFor the review-phase, teams equally often selected 2 hours and 1 hour as the top-rated option followed closely by 30 minutes. 4 hours has been chosen by a few other teams, and the last one would be one day. For the retrospectives, the top-rated option was 30 minutes, followed by 1 hour. Much fewer teams take 2 hours or even up to 4 hours for the retrospective. For planning, we saw the most significant gap regarding top rated options: 30 minutes is followed by 4 hours and then 2 hours and 1 hours were selected.\nIn the teams I work with, we usually spend half a day doing sprint review, retrospective and planning altogether. Our reviews typically take 45 minutes, the retrospective about 1.5 hours and the planning another 30 minutes. We currently don’t do these meetings together with customers because the Scrum teams are stable teams that usually work for multiple customers. Instead, we do demos along with the clients individually outside of these meetings. Also, our plannings are quite fast because the team split up stories already in part of grooming sessions beforehand and we only estimate smaller tasks that don’t get split up later on as usually done in sprint planning 2.
\nWhen looking at how much time is being spent on Client work (billable, unbillable) and Internal work we got a good variety of results. The top-rated option for “Client work (billable)” was 50-75%, “Client work (unbillable)” was usually rated below 10% and “Internal work” defaulted to 10-25%. Our internal statistics match these options that have been voted by the industry most often.\nI also asked about what is most important to you and your team when it comes to scheduling time? Providing value while keeping our tech debt in a reasonable place has been mentioned which is also true for us. Over the last year, we started introducing our global maintenance team which puts a dedicated focus on maintaining existing sites and keeping customer satisfaction high. By using a Kanban-approach there, we can prioritise timely critical bugs fixes when they are needed and work on maintenance-related tasks such as module updates in a coordinated way. We found it particularly helpful that the Scrum-teams are well connected with the maintenance-team to provide know-how transfer and domain-knowledge where needed.
\nAnother one mentioned, “We still need a good time tracker.” At Amazee we bill by the hour that we work so accurate time tracking is a must. We do so by using Tempo Timesheets for Jira combined with the Toggl app.\nHow do you communicate and what processes do you follow? Please leave us a comment below. If you are interested in Agile Scrum training, don’t hesitate to contact us.\nStay tuned for the next post where we’ll look at defining work.
"}},"organisation":[{"data":{"title":"Amazee Labs"}}],"tags":[{"data":{"name":"Scrum"}},{"data":{"name":"Agile"}},{"data":{"name":"Consulting"}},{"data":{"name":"Technical 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I previously wrote about forming teams, so let…","html":"This is part four in our series, of unpacking the results of the Amazee Agile Agency Survey. I previously wrote about forming teams, so let’s focus on discovery and planning this time. When do you do \"discovery\"? When do you focus on \"features & functionality\"? Or do you focus on \"providing value\"?
\nThe time when teams do most of their \"discovery\" is a mix of \"upfront planning\" and \"within each iteration\". A few do it fully upfront (6.9%) and a few more do it just within each iteration (13.8%). Some respondents answered a mix of both: 24.1% with a tendency to fully upfront, another 24.1% with a trend to within each iteration. The most voted answer was in between (31%).
\nIn the freeform comments, it was suggested that this also depends on the customer’s expectations. This is not always the case. As an agency, you can convince your customers that in-depth discovery is needed and do the minimum requirement. When it comes to negotiating a price tag, organisations tend to make an upfront discovery to be able to better assess the complexity.\nAt Amazee Labs, we are also doing a mix of both. Larger web projects usually start with a dedicated discovery phase where we get to know the client, the business goals, what the project is about and the creation of an overarching concept together. Personas will help the development team understand the context and intent behind specific requirements. At the same time, we continuously discover as part of our two weeks sprints. Features that aren’t clear will be discussed further with the client, stakeholders or other members of our team such as UX & Design, to get more information about what should be done before implementing. We believe it is important that our team is empowered to pull in the resources needed to accomplish a task. Often this is a matter of providing communication channels and regular feedback to those involved in a project, so that they can collaborate in the best way.
\nIn our second question, we asked for weighted answers on “What has the top priority when you talk about project increments”. “Features & functionality” was assigned a “1” and has been selected by 10.3% of the respondents whereas “providing value” was assigned a “5” and has been chosen by 31%. The second most chosen option was a “2” - 27.6% tend towards “features & functionality” and option “4” received 17.2% of the votes which means a tendency to “providing value”. Finally, a “3” stating both would be equally balanced, was chosen by 17.2%.
\nWhen comparing focusing on \"features & functionality\" or \"providing value\", we see that most of the answers went into an apparent value focus. On the other hand, the second most rated option is tending towards a \"features & functionality\" focus. At Amazee I’d say we are at a 3. \"Features & functionality\" are easily understood by clients and are often what they ask us for. On the other hand, \"providing value\" is what we strive for and continuously try to explain.\nHow do you do \"discovery\" and \"planning\" and what are your experiences around talking about \"features & functionality\" versus \"value\"? Please leave us a comment below.\nIf you are interested in Agile Scrum training, don’t hesitate to contact us.\nStay tuned for the next post where we’ll look at team communication & process.
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What’s the size of your delivery…","html":"Let’s focus on teams for part 3 of our series, processing the results of the Amazee Agile Agency Survey. What’s the size of your delivery team? Where does your team work? And how do you match projects and teams in a continuously evolving agency environment?\nIn Part 1 we already looked at different sizes of project teams. The average team sizes were the following: 30% have teams of “3 or less”, 26.7% of the teams have “5” members, 13.3% have “4” members, another 13.3% have “6” members and 10% stated “8 or more”.\nWe didn’t ask for this, but I think team size heavily depends on factors like project size and duration. At Amazee our teams are usually made up of five people. Compared to smaller teams we can benefit from a lot of knowledge transfer and collaboration within the team. Also, we are less affected by off time from individual team members, and most of the T-shaped skill sets are represented at least twice within a team.
\nThe highest rated option for where teams work was 33.3% “mostly co-located with some degree of remote”. This setup is followed by 23.3% “all co-located in an office” as well as 23.3% “mostly remote”.\nAt Amazee we always had some degree of remotes, but over the last years we transitioned more and more into “50% co-located and remote”. Having the option to work remotely provides a flexibility we don’t want to miss. I.e. it allows those team members who work from an office to visit friends and family abroad easily. Also, if you are on the way to a client meeting, you would still be able to join team meetings such as standups remotely via our preferred video conferencing tool zoom. More thoughts on working remotely versus locally can be found in Vasi’s recent blog post.
\nRegarding matching teams and projects, 50% choose to “form a team when a new project starts” whereas 30% have “stable teams with multiple projects at the same time”. 10% have the luxury of “stable teams with one project at a time”. I called it a luxury because this is what Scrum is designed for, but in an agency environment, it is often hard or impossible to achieve this setup.\nFrom the free-form survey replies, it appears that “forming teams when a new project starts” is preferred to achieve the best pairing of available resources. Also mixing people/teams allows for knowledge transfer and refresh team members minds from time to time. However, a reason why solid teams are preferable is that they can improve themselves over extended periods of time.\nWhen I joined Amazee, we used to have one big team of 10 developers handling multiple projects at the same time. Every week, between the tech leads and project managers we would assign the different developers to a project and decide how much they would work on that project, which was great because we could always appoint the best person to a job. But, this also proved to have some drawbacks, as there was limited ownership of developers and projects. Since we introduced Scrum, we have “stable teams working on multiple projects at the same time”. This setup allows our teams to continuously improve their processes and take full ownership of the projects assigned to them.\nWe also formed a separate support team that focuses on reacting quickly. We also noticed that having maintenance projects assigned to the teams, that run off a Scrum-based workflow for new delivery projects comes with a challenge, which is why we created a dedicated global maintenance team. You can find out more about that here: recent talk “Maintenance and Longevity - Keeping customers and developers happy”.
\n70% of the teams change “once a quarter” or less often which indicates that stability is an essential factor teams take into account when it comes to changing their assignments.\nInitially, when we evaluated Scrum, we were thinking about forming teams for every project. As we would have a new project kick-off every couple of months, we were concerned about team stability and had to find another solution. By building stable teams, we can continuously invest in team dynamics and have them fully self-organised. The downside of this is that the team will work on multiple projects at the same time but so far we are happy with balancing that, and it is also refreshing for the team to not work only on one project for a year.\nAs a conclusion of part 3 of the Amazee Agile Agency Survey Results, I would like to pose a couple of questions. How do you form contracts? What works and what does not? Leave us a comment below. If you are interested in an Agile Scrum training, don’t hesitate to contact us.\nStay tuned for the next post where we’ll look at discovery and planning.
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In Part 1, I provided an overview of initial…","html":"This is part two of our series processing the results of the Amazee Agile Agency Survey. In [Part 1][1], I provided an overview of initial observations from survey results. Here, in Part 2 I would like to focus on process insights.\nIn Part 1, we identified Scrum as the most important process for Drupal agencies. Kanban was stated as “somewhat in use” for the most part and also had various agencies stating it as “mostly in use”.\nWe also asked about “Other important processes?”. From the results, respondents mentioned “Critique, automated testing, collaborative sketching”, such as [GitLab workflow][2], [DSDM][3], [Holacracy][4], [Extreme Programming (XP)][5], and [Agency Agile][6].\nWhen asked about how strictly the process would be implemented, the top rated option by 36.7% (on a scale from 1-5) was a “4”, which indicates these agency processes are followed rather strictly. Following this is a “3”, which indicates a balance between strict adherence and many adaptations, and a “2”, which refers to rather many adaptations. Fewer agencies still indicated an even split between either very strictly follow processes and implementing many adaptations to processes. \nWhen asked for which adaptations were applied to their processes, agencies mentioned the following:
\nThe best process is invisible and will feel natural once you found the best way, process needs to match individuals needs\nFrom our experience at Amazee, I’d say we tend towards a “4” where we try to follow Scrum strictly but we also don’t want to overdo it. As mentioned in the comments, Scrum is really about the team taking ownership of the process, which requires flexibility. We constantly try to adapt our processes where we feel it helps fulfill our mission to deliver great software to our clients.\nHow do you structure your processes and what works best for you? Feel free to leave us a comment below. If you are interested in an Agile or Scrum training for yourself or your company, [contact us][7].\nStay tuned for next post where we’ll look at teams: sizes, location, and team assignments.
\n[1]: https://www.amazeelabs.com/en/blog/amazee-agile-agency-survey-results-part-1\n[2]: https://about.gitlab.com/2016/10/25/gitlab-workflow-an-overview/\n[3]: https://en.wikipedia.org/wiki/Dynamic_systems_development_method\n[4]: https://www.holacracy.org/\n[5]: https://en.wikipedia.org/wiki/Extreme_programming\n[6]: https://www.agencyagile.com/\n[7]: https://www.amazeelabs.com/en/contact
\nA few weeks ago I published a call for feedback on a project I've begun to assess agile practices in our industry (Take the Amazee Agile Agency Survey 2017). I would like to share a preliminary overview of the results I have received for the Amazee Agile Agency survey so far. Twenty-five individuals have completed the survey to date, so I have decided to extend the deadline a few more days, to November 5th, in order to gather more responses. Thanks to everyone who has participated so far!
\nGiven the initial survey results, Scrum (or a Scrum hybrid or variant) is the most widespread development process used by agencies. Many teams consider it their top priority in order to deliver a successful project. Following Scrum as methods most use by agencies are Kanban or Waterfall.\nScrumBan (a hybrid of Scrum and Kanban) has not been widely adopted. \nIn addition to those processes presented, Holocracy, Extreme Programming or DSDM have also been mentioned.\nAt Amazee, we began using Scrum to deliver projects a little over two years ago and have made great progress on it since then. In the last year, we also started a maintenance team which uses Kanban. Just recently, we began evaluating ScrumBan as a way of integrating our maintenance team with one of our project teams.
\nAgencies ranging in sizes from 1-5 people to over 100 people have responded to the survey. Of those surveyed, the most common team size for project work are, in order from most common to least common:
\nsix people \nIn terms of co-located or working remotely, team location varied wildly, but skewed towards 'mostly co-located' with some degree of remote. More than 50% of agencies form a new team with the launch of a new project, followed by stable teams which deliver multiple projects at the same time. Following multiple-project delivery are stable teams which deliver one project at a time.\nAt Amazee, we started out spinning up a new team with each new project, but soon realized that the constant starting and stopping of mid-sized projects was too disruptive. These days, we use stable teams to deliver multiple projects.
\nMost teams surveyed deliver in two-week sprints. The remaining 33% of respondants deliver anywhere from single-day sprints to month-long sprints.
\nFrontend and backend developers are usually specialized but mostly work together on one team.\nDevOps, QA/Testing, as well as the Scrum Master role, are shown in all variations of integrated or totally separate teams.\nUX & Design are split, with this role either in a separate team (or external resource) or as part of a stable team. \nAt Amazee, we try to hire T-shaped experts that can work across most disciplines on a team. For example, a Frontend developer may also have experience with backend tasks, which can help alleviate work silos and ticket bottlenecks.
\nMost agency teams rely on written communication to stay connected. This can take the form of tickets or via a chat tool such as Slack.\nThe majority of teams hold team meetings and 1-on-1 meetings, while fewer teams communicate mainly via blogs, wikis or even pull requests.\nThe majority of standups last fifteen minutes while some are only 5-10 minutes.\nAt Amazee, our hubs differ. Our Zurich office holds a company-wide standup that takes about ten minutes, followed by a team-specific standup that takes another ten minutes. Our Austin office holds a company-wide standup, which includes a client, which lasts about fifteen minutes.
\nMany agencies vary in their approach to defininig, writing, reviewing, and estimating tasks and tickets. For most agencies, the project team is involved in each step of the ticket creation process. In others, creating tickets falls to the client, project manager, or product owner. In most cases, a technical lead is involved in the high-level ticket creation and the team is brought in for estimations. \nThe most common approach to estimating ticket is time based (hours, days, weeks) followed by story points (t-shirt sizes, fibonacci sequence)
\nWhen it comes to meetings between the team and the client, the top mentioned options where 'less frequently' followed by 'more or once per week' and 'every two weeks'.\nAt Amazee, depending on the project size, our teams meet weekly or bi-weekly with the client. Clients are encouraged to talk directly with the team via Slack. We'd like to offer a daily standup with some clients, but haven't figured out how to do this easily as usually a team works on multiple projects at the same time.
\nMost teams surveyed deliver rolling deployments, pushing code whenever necessary.\nPeer reviews / code reviews have been named equally “somewhat in use” as well considered “very important”.\nWhile the majority of agencies considers user testing very important, for automated testing the majority still tends only towards “somewhat in use”.\nWhile a number of agencies have pair programming somewhat in use, Mob programming is mostly unknown.\nThe majority of teams consider automated deployments / continuous integration very important.\nWhen it comes to story mapping, most agencies are unfamiliar. Those which do implement this tool, however, consider it very important.\nAt Amazee, peer review for every ticket is a normal part of our development flow. Our developers implement pair programming whenever necessary. This is an excellent practice for sharing knowledge and increasing the team's technical confidence. We are actively exploring story mapping.
\nThis initial post is just a taste of the information I have collected, there is a lot more to be shared. Besides the numerical data, I am especially excited about the free-form responses which give valuable insights into the tangible, real-world decisions that are being taken in agencies to define daily agency life.\nBefore sharing a deeper analysis and the full, anonymous, survey results, I wanted to share this preliminary data to give an idea of what’s coming in. I hope this information is helpful in determining industry alignment or to find inspiration for what to try next.\nOur Agile Agency survey will remain open until Sunday, November 5th at midnight UTC -7. After the survey closes, I will tabulate the results and prepare Part 2 of this series where I look forward to sharing my findings.
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Challenge][1]: after 3 years, each of us gets the opportunity to do something we would like to challenge ourselves with. In 31 days, I cycled from Switzerland over the Alps to [DrupalCon Vienna][2]. This post is intended to reflect on how my journey went and share some of the experiences I had while riding the [DrupAlps tour][3].
\nPlanning & preparations\nLate 2016 I started brainstorming ideas for my extreme challenge. Initially, my plan was to hike the alps from mountain hut to mountain hut. After considering the security risk: being hiking alone in the mountains for a month, I decided to go via bicycle where at least I would be able to get help via paved roads if needed. Being a passionate cyclist, climbing the Alps was a dream for a long time already.\nHow did I plan out the route? Initially it was really hard to tell how much I would be able to cycle. I guessed an average of 80 kilometers per day and around 1500 meters of elevation gain should be fine. Planning out the tour was really fun - basically, I would try research the most beautiful and challenging mountain passes that you can cycle with a road bike. The [quäldich site][5] was a great resource to research challenging mountain passes and I used [Strava][6] to put together the route. Over the months of planning and during riding, the tour planning adapted flexibly. A map that compares initial versus ridden planning can be [found here][7].\nApart from knowing where to go, I also needed to get in shape and equipped for the ride. Early 2017 I started cycling the Swiss mountain passes as soon as they opened and was getting more and more experience about which equipment and food I would need during the days.\nIn terms of equipment, I decided to get a race bike ([Rose XEON RS-4400][8]) which is really lightweight but still made of aluminium which I thought would be a more reliable material compared to today’s popular carbon frames. As I planned to take all my luggage with me for an entire month and in order to be able to cycle high-alpine mountain passes, I decided to get two compact bags. The [Ortlieb Seat-Pack][9] takes up to 16.5 liters and fixates behind the seat post. In addition to that, after quite some research I decided to the custom, tailor-fitted [G219 Blade Frame Bag from Wanderlust Equipment][10]. It took me a while to figure out the minimal set of cloths required to keep me dry, warm and adaptable. Weather conditions ranged from between 35 and -5 degrees, sometimes it was sunny, cloudy, windy or just rainy - but in the end, the combination of bags turned out to work out really nicely.
\nAs I started to work 80% at the beginning of May, I was able to do weekend rides from Friday to Sunday to get used to the saddle. All the preparations were really helpful but still, there was a great deal of uncertainty as I never had ridden more than 3 days in a row and would be going to ride for an entire month.\nThe first week - Zürich to Italy and back to Switzerland
\nAugust 25, my bike was finally packed and I was ready to get going. After a lovely breakfast with the Amazee team in the office and with some joining remotely via Zoom, it was time to say goodbye for a month and start the journey.\nWell equipped with two Rapha shirts - one from Urs for the colder days and one from my girlfriend for the hot days - I was happy to start cycling. I was slowly getting into a daily routine of taking [Instagram photos][11], navigating using [Locus map][12] and sharing the rides on my [Strava profile][13].
\nThe first weekend was already packed with highlights. I joined 2000+ cyclists for the minimal version of the [Alpenbrevet][14]. I did the bronze tour which covered two passes, while some of the most eager cyclists did 5 passes with a total elevation gain of 7000 meters!
\nAfter Grimsel, Furka and Gotthardpass I had passed the alps for the first time. The upcoming days I cycled along the beautiful lakes Lago Maggiore, Lago Lugano and Lago di Como crossing the Swiss/Italian border surprisingly often. Weather conditions were perfect and it was fun to start adapting the route a bit when I had enough buffer time.\nSecond week - Berninapass, Stelvio, Timmelsjoch and up to Germany
\nAfter a week, the first rain was hitting just in time for a day break near St. Moritz in Engadin to relax and wait for my friend [Riccardo Bessone][15]. Riccardo was traveling day and night with busses and trains to get to this place. After a relaxed breakfast and during heavy rains outside it was time for us to take the challenge and go cycling. This quite epic ride took us from heavy rains to heavy snow falls up to Berninapass and we were happy to find shelter on our way down where we could warm up the frozen fingers at a fire place and rest a bit before we headed further via Tirano up again to Bormio.
\nThe [second day][16] of our shared weekend we cycled the Gavia Pass. Luckily the weather was sunny again, so we could enjoy a scenery full of snow-covered mountains at an elevation of above 2600 meters.
\nLeaving that beautiful scenery behind us, we rode some kilometers further over Passo Tonale into the Trentino valley where I would continue my journey alone and say hi to lots of fresh apples that helped my daily need for calories.
\nAnother highlight for sure was climbing Passo Stelvio - with 2757 meters the 2nd highest paved mountain pass of Alps. After a long day of easy riding, I decided to take the climb still around 4 pm in the afternoon and was really happy to have almost no traffic on the streets. Together with some cyclists from the UK, we arrived at the top before sunset and a bit of snow fall started, just in time to find shelter at one of the pretty much empty hotels.
\nWhile riding I usually was pretty much alone on the roads. There was plenty of time to reflect, do some thinking but I also listened to a lot of Podcasts to feed my brain. From time to time I would meet inspiring people which did similar long-distance rides, such as this guy from Thailand that tested his bicycle after attending the [Eurobike][17] show.
\nAnother magical moment was cycling over the Timmelsjoch from Südtirol to Austria. I was able to change my route so that I would cycle the pass already a week earlier from south up north instead of going down via the pass a week later on. On the top of the mountain, the weather changed from being sunny the whole day long into the mountain being covered by a cloud and quite some rainfalls. But it wasn’t too bad, so I kept going slowly and soon could enjoy some spectacular scenery. See the “Himmelsloch am Timmelsloch” as identified by Greg and depicted above.
\nApproaching the end of week 2, my road bike joined me for some off-road action. The Schrofen Pass is popular amongst mountain bikers that carry their bike over the hiking trail. Trying to avoid busy roads in that area and equipped with a much lighter bike I enjoyed carrying my road bike over the pass.\nThird week - Dolomites and up to Austria
\nAfter another break at a friends wedding in Germany, it was time to cycle down to Italy again where I enjoyed some of the most beautiful scenery of the tour. Especially when the clouds disappeared and the unique peaks of the Dolomites started shining through, I know that each single investment into this entire tour was worth the effort.
\nAfter spending some days in the dolomites, I approached the last week of my tour. My uncle Wolfgang “[Radlwolf][18]” Dabernig, together with his friend Kurti would meet me in Italy from where we cycled the Plöckenpass together. While I enjoyed cycling on my own, trips together like this one with friends and family as part of my tour really where great intermediate steps of my tour as we could share the excitement about the tour and spend valuable time together.
\nFourth week - Rains, Kärnten, Slovenia up to Linz / Danube\nEntering Kärnten also meant the beginning of an entire week of rain. Cycling in the rain was tough but I was lucky to have all the equipment and mental health needed to survive even the hard days. As long as you keep moving you usually don’t get cold. Rain jacket, rain trousers, and overshoes plus a warm soup would save my days.
\nCycling through the Alps also meant visiting different regions, different countries and getting in touch with many different cultures. I crossed borders 17 times and was happy we don’t have border controls anymore thanks to being part of [Schengen Area][19].
\nIt’s hard to summarize the diversity of impressions I had during the tour in a single blog post with a few pictures. What I for sure can tell is that late August to late September turned out to be a great season for cycling. While in the beginning it was really hot and I was glad to take a swim in one of the lakes, the later weeks of the tour turned out to be rather chilly. On the flipside, those early Autumn weeks made for some beautiful visual impressions.\nFinal stretch - Linz to Vienna
\nFrom Kärnten I would cycle up to Linz, crossing the Alps for the last time. Because of a landslide of the heavy rains, the Sölkpass was closed and I had to take a detour via Radstätter Tauernpass which turned out just fine (and snowcovered) too. As I was getting closer to my final destination, [DrupalCon Vienna][2], I had gotten into a routine of organizing my day pack of clothes into the above-depicted bags.
\nOn the last weekend, Ricardo joined me again to cycle along the danube. After a long day on Saturday from Linz to Krems, the last day of cycling was planned to be a relaxed one. In Tulln, we stopped for lunch at the [webshapers office][20] where we met more friends from the Drupal community. Together, we cycled the leg to Vienna and even added in two small extra passes before arriving in Vienna. At the Schweizerhaus, a group of Amazees, DrupalCon attendees, friends and family [were meeting us][21] and I was happy to finish the DrupAlps tour healthy and without any injuries.\nCycling the Alps for a month was an incredible experience, I can definitely recommend. I think I was happy to not have any major issues along the way and I was also really glad that the adaptive planning of the tour worked out even better than I had hoped for. Thanks so much for everyone who has helped me achieve this goal! Without all the great support that I received, the DrupAlps tour wouldn’t have been the positive experience it has been!\nWhat’s next? I am also happy to be back at the office, starting my new role as Agile Consultant with the Amazee Labs Zürich team. In an upcoming post, I will certainly talk more about what’s going on in this area.\nThanks for reading and following my tour! For now, if you are interested, here are some more resources:
\n[Tour de DrupAlps Website][3]
\n[1]: https://www.amazeelabs.com/en/team/extreme\n[2]: https://events.drupal.org/vienna2017\n[3]: https://drupalps.amazeelabs.com/\n[4]: http://veloviewer.com/athlete/4766668/wheel#2017-08-25|2017-09-24\n[5]: http://www.quaeldich.de/\n[6]: http://strava.com/\n[7]: https://dasjo.github.io/drupalps/\n[8]: https://www.rosebikes.com/bike/rose-xeon-rs-4400-819638/aid:819747\n[9]: https://www.ortlieb.com/en/Seat-Pack/\n[10]: http://wanderlust-equipment.com/products/g219-blade-frame-bag/\n[11]: https://www.instagram.com/explore/tags/drupalps/\n[12]: http://www.locusmap.eu/\n[13]: https://www.strava.com/athletes/4766668\n[14]: http://www.alpenbrevet.ch/\n[15]: https://www.drupal.org/u/bessone\n[16]: https://www.strava.com/activities/1166519110\n[17]: http://www.eurobike-show.com/\n[18]: http://www.radlwolf.at/\n[19]: https://en.wikipedia.org/wiki/Schengen_Area\n[20]: http://www.webshapers.cc/en\n[21]: https://photos.google.com/share/AF1QipMjSNrvWJYmKthst_LSREYea38yUraGKc6Am6Z1P4BRzmrS7t8RJc4duQYdsQD_Kw/photo/AF1QipP_fNCxIQkpYhHXSFrhivrD0ZiLWy8Omw88bbHD?key=WGxJenktcGJPdXg5YXlSenEwdEdoNEhOU3BOWmpR\n[22]: https://photos.google.com/share/AF1QipMjSNrvWJYmKthst_LSREYea38yUraGKc6Am6Z1P4BRzmrS7t8RJc4duQYdsQD_Kw?key=WGxJenktcGJPdXg5YXlSenEwdEdoNEhOU3BOWmpR\n[23]: https://photos.google.com/share/AF1QipMPYuPH9Owk8aIMqI52YyAjenwxqUENg0Du6rM_mBF7f6RWUoWRiBVwLf3_lrxhRw?key=em91clIxOGVvZXp3OU93UHNqdFlWMXFXNjNxYlVn\n[24]: https://docs.google.com/spreadsheets/d/17CgZPg9dRbOndijzXKDY9PIoKuvIIbCax8xofOUy03o/edit#gid=1701784721
\nAt the end of a great month of cycling, a great week of summits, pieces of training, keynotes and more at #DrupalConEUR, the last and final day of this week-long conference was all about sprinting. Let me share my wrap-up of the DrupalCon’s Friday sprints in this blog post.\nThe Messe Wien conference center was split up into 3 areas: the first-time sprinter workshop, mentored core sprints as well as general sprints. Let’s go through them one by one.
\nThe group of sprint mentors runs through duties in the morning. Rachel Lawson (rachel_norfolk) blogged about her experience working together with the highly dedicated team of mentors.
\nAt the first-time sprinter workshop, besides learning tools, processes and the technology, the main emphasis is on being able to collaborate in-person with other community members such as in this case Jen Lampton (jenlampton) from the US together with Chris Maiden (matason) from the UK.
\nMentors, such as Fatima Sarah Kahlid (sugaroverflow) from Canada, provide individual advice to those sprinting on an issue. The goal is to help a new contributor on their way through the process and learn from each other.
\nThe mentors all wore green t-shirts and we used name tags for every attendee to make sure it’s easy to know who can help and lower the bar for memorizing hundreds of names within a few hours. This is Michael Lenahan (michaellenahan) making an announcement to the crowd of sprinters at DrupalCon Vienna.
\nThe sprints were concluded with a very special moment, the Drupal Core Live Commit.
\nLauri Eskola (lauriii), provisional core committer performed a live commit on stage. The seemingly trivial issue Add @internal to schemaDefinition() methods was reviewed and showed how the process works. The issue had been worked on by three contributors Valery Lourie (valthebald), Kevin Wenger (wengerk) and Gilles Doge (gido) until it went via the Active and Needs Review to Reviewed & tested by the community. Together with the approval from core committer Angie Byron (webchick), Lauri was able to commit the improvement not only to the latest 8.5.x development branch but also to 8.4.x which currently in release candidate mode.
\nWrapping up\nFriday was all about sprints. As explained, I’m excited about the many ways that new and existing contributors had been working together.
\nSpecial thanks to all sprint mentors, to the great organization by the DrupalCon Events team as well as Thunder as the main sponsor for the Friday sprints.\nMore photos from Friday and the entire conference can be found in our Flickr collection. Interested in sprinting again? Watch out for Drupal Dev Days in 2018 or other upcoming Drupal events in your area.
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Join us for Tour de Drupal Vienna and let’s cycle…","html":"Cycling is a great way to travel, experience new things and meet like-minded people. Join us for Tour de Drupal Vienna and let’s cycle together to [DrupalCon][1]!\nOn Sunday, 24 September we plan to start at 8am from [Krems and travel to Tulln][2]. At 11am we’ll arrive in Tulln and meet [at the Weshapers office][3] for some drinks & BBQ.\nIn the afternoon at 2pm, we plan to leave Tulln and [cycle the remaining 40 km to Vienna][4] to finally arrive in Vienna.\nTo sum-up, the meeting points are:
\n[Join the discussion on groups.drupal.org][13].
\n[1]: https://www.amazeelabs.com/sites/default/files/inline-images/01-tour-mountains.JPG\n[2]: https://www.strava.com/routes/9403446\n[3]: https://www.google.ch/maps/place/webshapers+GmbH/@48.3319003,16.0579428,15z/data=!4m2!3m1!1s0x0:0x95f1674aa32c90f5?sa=X&ved=0ahUKEwi6lunPr9vVAhVFC8AKHdqoDcIQ_BIIejAK\n[4]: https://www.strava.com/routes/9403440\n[5]: https://www.google.ch/maps/place/Cafekonditorei+Raimitz/@48.4095218,15.5953342,15z/data=!4m8!1m2!2m1!1sCafe+Conditorei+Raimitz!3m4!1s0x477284428f9a09c3:0x278c1b2e5de12cdf!8m2!3d48.4095218!4d15.6040889?hl=en\n[6]: https://www.google.ch/maps/place/Kaiserwiese/@48.2169736,16.3943485,15z/data=!4m2!3m1!1s0x0:0x9bccc0a271043b6b?sa=X&ved=0ahUKEwjTsvflrdvVAhUjLMAKHUWhAI4Q_BIIeTAK\n[7]: https://www.google.com/maps/d/u/0/edit?mid=1v5si3QO4UDO2Uhz3mKGbzRub4o0&ll=47.87360209944528%2C16.710540000000037&z=8\n[8]: http://www.eurovelo.com/en\n[9]: https://groups.drupal.org/node/515746#comment-1152667\n[10]: http://fahrplan.oebb.at/\n[11]: https://twitter.com/intent/tweet?url=https%3A%2F%2Fgroups.drupal.org%2Fnode%2F515746&text=I will join %23TourDeDrupal Vienna on Sunday%2C 24th of September @tourdedrupal\n[12]: https://beta.doodle.com/poll/yi9tqg3epyk9p6qp\n[13]: https://groups.drupal.org/node/515746
\n![https://www.amazeelabs.com/sites/default/files/inline-images/01-tour-mountains.JPG](\"https://www.amazeelabs.com/sites/default/files/inline-images/01-tour-mountains.JPG\"){kind=link}