Agile Software Process Improvement
Transcript of Agile Software Process Improvement
04/11/2003 Agile Process Improvement 1
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There is No Mystery (From “Methodologies as Swimsuits” by Alistair Cockburn)
Projects come in different shapes and sizes.
Methodologies come in different shapes and sizes.
People come in different shapes and sizes.
The people may not fit the methodology.
The The peoplepeople are the more important. are the more important.
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(Software) Development Process Improvement
By: Joshua Klein
More aboutthe lecturer
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You dream of being more efficient
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You must be more efficient!
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But you can’t afford the improvement methodologies
CMMI
ISO
Competitive
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Process Improvement should be:
• Evolutionary
• Scalable
• Pragmatic
• Flexible
• Motivating
• Creative
• Assertive
Step by step, check & go on
Grows or shrinks per case
Always refer to constraints
Change methods / timescale
Persistently feed the sponsorship
Invent original solutions
Obstinately coach
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Sponsorship
The motivation cycle
Openness
Change
Improvedprocess
Motivation
Success
FailurePoorprocess
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Success criteria
1. Fewer complaints on stress2. More focus on engineering, less on collecting and checking information3. Software more effective4. Lower frequency of emergencies5. Less misses (e.g. last minute missing or failing feature)6. Better compliance to plans7. Better management’s control (e.g. outcomes more expectable)8. Less redoing9. More efficient testing (it may paradoxically result in more bugs detected)10.More consistency on the development chain11.Reduced and easier turnover12.Easier changes13.Smoother communication with other Intel groups (e.g. US)
The following criteria are used to determine how successful the SPI initiative has been. They address how effective the process used for SPI has been.
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Conditions for ChangeIf D * V * F > Rthen “change will occur”where
D = Dissatisfaction with status quoV = Vision of a future stateF = First steps towards the visionR = Resistance to change
Actually: Permission to try
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The “Improvement Leader”
• The Improvement Leader’s role expands the Lead Assessor’s role from inspection to execution
• The internal "assessment" is integrated with the improvement process
• The Improvement Leader leads the improvement activities that derives from the assessment
• The Improvement Leader reports to the management• The Improvement Leader show improvement results
at short intervals
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The Improvement Leader’s role
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Open Assessment
• Internal assessment, not disclosed• No checklist but flexible guidelines• Opportunity to hear the practitioners• Enlightens from numerous sides• Brings everyone involved• Reveals unexpected practice effects• Spreads motivation
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CMM (with some CMMI)
IndividualHeroes
1Initial /
Incomplete
Requirements ManagementSoftware Project PlanningSW Project Tracking & OversightMeasurement and AnalysisSoftware Quality AssuranceSoftware Configuration Management
ProjectManagement
2Repeatable /
Managed
Organization Process FocusOrganization Process DefinitionTraining ProgramIntegrated Software ManagementSoftware Product EngineeringRisk ManagementDecision Analysis and ResolutionPeer Reviews
TechnicalEngineeringProcesses
3Defined
Quantitative Process ManagementSoftware Quality Management
Measurement &Process Control
4Quantitatively
Managed
Defect PreventionTechnology Change ManagementProcess Change Management
ContinuousImprovement
5Optimizing
Key Process AreasFocusLevel
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Open benchmark
Where are we standing now ?
Where could we be ?
How to
get th
ere ?
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Objectivity and normalization
• Outputs of Open Assessment include:– Subjective feelings– Personal frustrations– Actual process clues from 1 point of view
• In order to reach objective findings:– Compare interviews data, find similarities– Ask clarification questions– Analyze until finding the roots
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Plan
08/09 15/09 22/09 29/09 06/10 13/10 20/10 27/10 03/11 10/11 17/11 24/11 01/12 08/September October November December
Prioritization
3. Broad acceptance4. Available solutions5. Short term6. Criticality
AssessmentAssessmentfindingsfindings
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SW manufacturing processes
SupportingSupportingprocessprocess
ProductionProductionprocessprocess Concept
Design
Implementation
Validation
Maintenance
Disposal
Requirements
Documentation Configurationmanagement
Qualityassurance
OrganizationalOrganizationalprocessprocess
Management Infrastructure ImprovementHumanresources
Planning
Product
Inspired from ISO 15288
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Improvement mini-cycle
1. KPA assessment
2. Methods & Procedures
3. Pilot
4. Training
5. Deployment
6. Assimilation
I n f r a
s t r u c t u
r e
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Focused assessments
Intranet
Knowledge base
Gen
era
l ass
essm
ent
Customizationof Method
FocusedAssessment
Pilot Field trials
SEPGassessment
SEPGassessment
Ass
imila
tion
- N
ew c
ultu
re
Customizationof Method
FocusedAssessment
Pilot Field trials
Customizationof Method
FocusedAssessment
Pilot Field trials
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The Roadmap
Require-ments
DesignDeveloper
testCodingPractices
Require-ments
Design
Require-ments
Design
Require-ments
Design
Require-ments
Design
SPIPlanning
Require-ments
Design
SPIBodies
TrainingReasess-ment
Tools 1
Assimilation
Deployment
Training
Methods &Procedures
Pilot
Assessment
Infrastructure
July 02
August 02
Septem
ber 02
Novem
ber 02
Decem
ber 02
January 03
February 03
October 02
Measu-rement
Measu-rement
Debrie-fing
March 0
3
Developer test
Developer test
Developer test
Developer test
Developer test
CodingPractices
CodingPractices
CodingPractices
CodingPractices
CodingPractices
Ramp up
MS
C A
ssessmen
t
MS
C A
ssessmen
t
MS
C A
ssessm
ent
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Software Product Engineering
• The purpose of Software Product Engineering is to consistently perform a well-defined engineering process that integrates all the software engineering activities to produce correct, consistent software products effectively and efficiently.
• Software Product Engineering describes the technical activities of the project, e.g., requirements analysis, design, code, and test.
• Knowledge areas:– Software Requirements Engineering– Software Design– Software Coding– Software Testing– Software Operation and Maintenance
http://computing.db.erau.edu/SEERS/2-x.html#1
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SEPG charter
The LAD SW Software Engineering Process Group (SEPG) is the focal point for software process improvement activities. The SEPG coordinate the implementation of improvement plans, and track the effectiveness of these efforts.
Example: The SEPG coordinates, tracks and promote, the SEPG does not develop technical guidelines but asks for experts.
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Policy + resources
Reports each ~ 5 weeks + discussion
SPI Organization
LAD SW GL
LAD SW Staff
LAD SW SPI SEPG
Pilot(s) Procedures& methods
SQ
A
Manages
Controls & tracks
Con
sults
, coa
ches
, wri
tes
repo
rts,
et
c…
Intel Quality B
odies
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The Coding Rules Intranet page
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SPI problem solving
Symptoms
Assessment
Others’experience
Institutes
Localknow-how
Tra
inin
gC
oach
ing
Trial inpilot(s)
Taskcandidates
Se
lec
tion
Methodsand
Procedures
KPAs
Interviews
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Conclusion
• You can do it• You must do it, engineer or manager!• The Process Improvement
methodologists did a great work; we just have to adapt the models
• Unfortunately, “Process Improvement” is still unknown around. It will soon be popular like compilers.
• Start tomorrow
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Questions & Answers
Q & AJoshua Klein
Consultantin
Process Improvementof
Software / Systems Development
6 Michlin street, Jerusalem 96430, IsraelCell: 972-55-665247 Phone:972-2-6434290
[email protected]://www.yedidia.net/jklein
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The Lecturer
Joshua KleinConsultant
inProcess Improvement
ofSoftware / Systems Development
6 Michlin street, Jerusalem 96430, IsraelCell: 972-55-665247 Phone:972-2-6434290
[email protected]://www.yedidia.net/jklein
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The Lecturer (ctd.)• 2002–2003 Process Improvement Consultant (Intel)
• 1993–2001 NDS Process Group Leader
• 1990–1992 Sapiens Methodology Team Leader
• 1988–1990 Sapiens France Directeur Technique
• 1980-1988 Ministry of Housing DBA
• 2002 Honourcode Eng. of complex systems
• 1998 Standards Institute Lead quality auditor
• 1987-1988 Inst. of Productivity Project Manager
• 1972-1975 Hebrew Univ. of J-lem Mathematics, Physics, Computers
• 1969-1971 Yeshivat Hanegev Talmud studies
• Born in Neuilly, France, 1951
Work
Studies
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Backup
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