Christ Vriens@Agile Community Event - March 19th, 2009
-
Upload
guest19a937 -
Category
Technology
-
view
510 -
download
1
description
Transcript of Christ Vriens@Agile Community Event - March 19th, 2009
Agile software developmentin practice
Christ VriensSoftware Engineering Services (SES)
MiPlaza – Systems Creation
Our MiPlaza video is on line:http://www.miplaza.com/video/MiPlaza%20overview.html
Software Engineering Services (SES)Started in 2000, now 80 software engineersCertified for CMM L2 and ISO9001 (co-)Develop software part of devices……which are safe and effective,…and meet applicable regulatory requirements,…in an efficient way!Evolutionary path from idea to businessoffering “right quality” at each stageStrong focus on Agile SW development
eXtreme ProgrammingScrum
2
3
Evolutionary path from idea to business
Mock-up
Product
XP@Scrum
Prototype Good weather tests
LabVenture + Bad weather tests
Incubator + all …ilities
Examples from our project portfolio
enabling open innovation
4
Hardware & software developed by MiPlaza Systems Creation
Manufacturing of pills by AppTech Greenhouse
Drug ReservoirElectrical MotorBatteries
pH Sensor
Integrated:MicroprocessorWireless transceiverTemperature sensor
Antenna
Flex Circuit Foil Seal
ID 018
Control
Center
Portable Unit A
Portable Unit B
Portable Unit C
The iPill System
5
Intelligent Shop Window (Experience Lab)
6
Entertaible (Entertaining Table)Tabletop gaming platform that
combines traditional multi-player board and computer games in a uniquely simple and intuitive way
7
Lifestyle and Healthcare domain
• Same urgency in both domains: Deliver more functionality at lower cost, with higher and continuous quality and yield demonstrable value more quickly while responding to changing business conditions and user needs during development
8
9
XP@Scrum• XP: focuses on engineering practices• SCRUM: focuses on process• The SES WoW combines XP, SCRUM and some
common sense
10
Scrum Process
11
Implementing Planning & Tracking
12
13
Typical Developer’s Day
Integration
Added test shall succeed
Sign off Task
All tests shall succeed
Dynamic Pairing
Added test shall failImplementation
Refactoring
Development Unit Test
All tests shall succeed
Stand Up Meetingat 9:00
Go HomeWhen Tired
14
Pair Programming
15
Quality System Deliverables for SoftwareDesign Controls
For Lifestyle domain based on ISO 9001 and CMM L2.5
Additional for Healthcaredomain based on ISO 13485 and FDA QSR
Planning Project Management Plan, Interfaces Liability, System V&V Plan, Risk Management Plan
Input Product (FRS?) and Sprint backlogs URS, SyRS, SRS
Output Architectural designs and decisions, source code, executables, makefiles, configuration files, installation procedures
SDD, Traceability Matrix, Audit Trails (= recordings of changes made)
Review Retrospectives, QA checks, Fagan inspections, Management reviews
Verification Unit tests
Validation Acceptance test specifications Test Reports, RM sheets, Tool Validations
Transfer Minutes, status reports, user and operator manuals, release notes
Design History File
Changes CR/PR database, CCB minutes, revision history
Justification of changes
3-6 calendar monthsAccepted FRS 1.0Accepted SyRS 1.0Accepted SRS 1.0
Release Plan 1.0Validation Spec 1.0
2-4 weeks
Clinical Validation
Ship Release 1.0Inception
Verification Spec 0.1SDD 0.1
Retrospection 1.0Accepted SDD 1.0
Accepted SRS 1.1 & VS 1.0
Cus
tom
er/M
anuf
actu
rer
resp
onsi
bilit
ySo
ftwar
e te
am r
espo
nsib
ility
Design Transfer
ReleaseIteration(s)
Bug fixing; review andSign-off of deliverables
Release 1.0
Informal Design Transfer
16
FRS, SyRS 1.0 Validation
Ship Release 1.0Inception
Design Input 1.0 Design Output 1.0
V&V Spec 1.0
FRS, SyRS 2.0 Validation
Ship Release 2.0
Design Input 2.0 Design Output 2.0
V&V Spec 2.0
FRS, SyRS 3.0 Validation
Ship Release 3.0
Design Input 3.0 Design Output 3.0
V&V Spec 3.0
3-6 calendar months
17
18
19
20
21
22
Productivity Improvement
Comparison with PPENGv2Engineering Effort considered between CS & DRStaff Months spent used as effort size (includes
projection till 748 for PEP)
Project Size, Function Points
Effort,Staff
month
Engineering Productivity,
FP / Staff month
PPENG V2
444 92.6 4.79
PEP 2.0 1050 169.55 6.19
29.2%Productivity
Increase
23
Cost reduction
Budget Savings predicted and made used for other projects
Description Unit Project Effort
From PRS Plan Staff Month 193.5Actual (incl CRs) Staff Month 166.3Reductions Staff Month 27.2Reductions % 14%Nett Scope Change Func Points 18.2%Effort for PRS scope Staff Month 136.0Reductions Staff Month 57.5True Improvement % 30%
24
Productivity
24.9
51.3
24.3
0
10
20
30
40
50
60
XtraVision 5(Mach5) XtraVision 6(Mach6) XtraVision 7
LOC
/ Da
yMore code generated, every day.
25
26
Post Release Defect Rate
0.90
1.58
0
1
2
XtraVision 6(Mach6) XtraVision 7
Def
ects
per
day
dur
ing
acce
ptan
ceSignificantly more stable!
26
27
Learn, Adapt and Improve: Retrospectives!
28
Example of a Project Retrospective
29
Allow experimentsBe not afraid to change things
30
How to behave as a Manager in an Agile Organization
• No micro management as engineers will lose energy and self-direction resulting in an initiative-lacking organisation. Let your engineers have full authority to do whatever is necessary to meet their commitments within defined organizational standards
• Time boxing is no way to demand working in overtime at every iteration; keep a sustainable pace
• Minimal (barely sufficient) bureaucracy• Take your right to say ‘no’: don’t work with customers who
don’t play their roles as required by the process!• Celebrate success• Planning is a means of communication
31
(Some) Challenges on the Path to Agilefrom the viewpoint of a manager
• Most people are afraid of new ways of doing things • Organizational change is not top-down or bottom-up, but
participative at all levels• You can’t learn it out of a book or from a presentation
It also doesn’t work if followed rigidlyAdapt it to your particular environment
• Find the right coach• Hire the right engineers (no fixed roles, teamwork, verbal
communication, …)• Customers reaction on refactoring, pair programming, and
on-site customerCustomer defines WHAT, in what ORDER but not the HOWOffer customers to only fund the first couple of iterations
• Readiness assessment e.g. whole team in same location (open space without barriers and lots of whiteboards)
32
Agile team members are not afraid to
• Stop when they are tired (XP = Revenge of the programmers!)• Let every business decision be made by the customer• Ask customers to reduce the scope of a release• Ask their peers, or customers, for help• Design and implement only what is needed for today, trusting that we can
add, tomorrow, what will be needed tomorrow• Make changes that improve the function or structure of code• Throw code away• Change the process when it’s not working
World-class expertiseWorking for you
34