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ESEconf2011 - Caine Matthew: "Creating an Environment of Teamwork, Quality, Innovation and Fun"
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ESEconf2011 - Caine Matthew: "Creating an Environment of Teamwork, Quality, Innovation and Fun"


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  • Is this a familiar story to you?
  • Would you feel quite so proud now?
  • Is this possible?Do you doubt it?
  • Anyone know why a software house with multiple clients all ‘shouting’ loudest needs a little more than Scrum offers?
  • Just take a moment… read these. Any of the new to you?
  • It involves Product Managers, Business Analysts, Developers, Testers, Supporters and of course the management.Believe me, slackers were quickly identified!People who complete their work do help others that are overloaded.
  • Really helps with UI and complex calculations.Test as soon as the developer checks-in (should really test before check-in!)
  • It is important to realise that you cannot close the gap overnight. It takes time.Continuous improvement is what is needed.
  • Better than a larger organisation!New clients create buzz and even more motivation!
  • And Fun is what we all want!What can be better than that.
  • Transcript

    • 1. Creating an Environment fullof Teamwork, Innovation, Quality and Fun
      Matthew Caine, Infonic AG
    • 2. We Start with a Great Story
      Going back in time…
      … at 4am I know where René was, but where were you?
    • 3. We delivered!
      The delivery worked!
      The client was happy!
      Fantastic… life does not get much better!
      Really a Great Story!
    • 4. Was it “Really” a Great Story?
      Delivered at the 3rd attempt
      6 months late
      At the expense of another client
      Clients not reference-able
      Lost revenue
      Less profitable
      Less bonus for all
      Finally … René’s wife, daughters and
      two dogs were not seen for two weeks.
    • 5. The next 18 months resulted in every subsequent release being delivered:
      • On time
      • 6. In scope
      • 7. In budget
      • 8. With ever better quality
      Resulting in Teamwork, Quality, Innovation and of course, FUN! We shall prove it too!
      Now for a truly Epic Story
    • 9. How did we do it?
    • 10. How did we do it?
      With the exception of the fifth point, nothing above is new,
      but it is how it all comes together, which is key.
    • 11. Adopting an Agile Methodology (DSDM Atern)
      Operational Improvement #1
    • 12. Adopting an Agile Methodology
      First, why DSDM Atern and not SCRUM?
    • 13. Adopting an Agile Methodology
      First, why DSDM Atern and not SCRUM?
      Demand Funnel
      Scrum World
      DSDM World
    • 14. The 8 Principals of DSDM Atern
    • 15. Convince senior management
      Awareness training for all staff member
      Practitioner’s course for key staff and team leaders
      Create the Prioritized Requirements List (PRL) for a release
      Let the team estimate and plan the time-boxes
      Use a tool such as Jira - Put the PRL into it
      Start development of the release, following the 8 principals
      Review progress after 6 months
      Real-Life Roll-Out
      “Plus some good old-fashioned hard work!”
    • 16. Insistence that the entire team contribute to effort estimation
      Operational Improvement #2
    • 17. The Problem is Not What You Think
      We all know that the people doing the work must provide the estimates. Promote this!
      However the real issue lies elsewhere… but where?
    • 18. The Problem is Not What You Think
      We all know that the people doing the work must provide the estimates. Promote this!
      However the real issue lies elsewhere… but where?
      Management! They are part of the team!
    • 19. The Problem is Not What You Think
      e.g. 1 When a new client is won, if 30% of the requirements are unclear, then during negotiations it must be made clear that these will require in-depth analysis prior to making any commitment.
      e.g. 2 If a team estimates 40 days for a feature based on high-level requirements, don’t shoot the team when the exploration results in 100 days… don’t force them to do it in 40.
    • 20. Dedicate the whole company to testing at key times
      Operational Improvement #3
    • 21. “It must be their environment”
      “The software works, I tested it myself”
      “Testers don’t know the business”
      “I don’t write software with bugs in”
      “Just ship the software, it’ll be ok”
      “The test case is wrong, I’ll fix the test case to fit the software”
      The Quality Attitude – No Teamwork
    • 22. Quality is not just Attitude
      A software product house also has to address these:
      • Regression test the full product
      • 23. Efficiently remove the back-log of defects that will have built up over the years
      • 24. Align key resources to fix client UAT issues post release
      • 25. Provide reasonable time for teams to plan
      • 26. Improve infrastructure for build effectiveness
    • Focus Quality within Timeboxes
      An Agile methodology will introduce Time Boxes:
      • A Timebox lasts 2-6 weeks (we use 3 weeks)
      • 27. A release consists of a number of timeboxes
      • 28. Here we see a release consisting of 6 time boxes, or 18 weeks.
    • Focus Quality within Timeboxes
      We action was to introduce two special Timeboxes:
      • Quality at the start
      • 29. Regression at the End
    • The Quality Time Box
      This is all high interrupt work that should be avoided when focusing on new development
    • 30. The Regression Testing Time Box
      The whole company tests, all coordinated by the QC team – it is oneproduct, our product.
      During this, we have seen real teamwork and inter-team work:
      • Team members helping each other out
      • 31. Teams helping each other
      • 32. High commitment to get the release out of the door
    • The Results are Quantifiable
      Just regression testing is not enough…
      ... combining regression & quality time-boxes provides the “leap”
    • 33. Improve width and depth of automated testing
      Operational Improvement #4
    • 34. When a new product is developed, test automation keeps pace.
      However, developers are usually added to the team before testers.
      Now, automation can no longer maintain coverage at the same pace that new functionality is delivered.
      A gap appears and continues to grow.
      Consequences are obvious!
      Mind the Gap
    • 35. Close the Gap
      Use the MoSCoW prioritization mechanism introduced by the Agile methodology to prioritize the Regression testing time box.
      Remember DSDM Atern Principal # 4?
      “Never compromise on quality”.
    • 36. Actual Progress of Gap Closure
    • 37. Final Release Quality is Measureable
      One FTSE-100 company:
      • Approx. 75% reduction in UAT critical issues.
      • 38. Quality being sustained.
      • 39. Client is not just happy, but “ecstatic” about the quality.
      • 40. The client could now cover more tests!
    • Merge Support and Quality Control teams
      Operational Improvement #5
    • 41. Lots of Pain for Support & QC
    • 42. Merge them: Wow!
    • 43. Bringing it all Together
    • 44. Teamwork & Quality are...
    • 45. Examples include:
      • New User-Interaction Model (RIA) with Adobe Flex.
      • 46. 3-Tier architecture
      • 47. A Cube data access mechanism for easier reporting
      Plus, because due diligence reports have been excellent, we are also building new functionality required by new clients.
      … the Key to Innovation…
    • 48. … which Creates a Fun Environment!
    • 49. Any Questions?
      Ah yes before I forget, René does now get to see his wife and two daughters. Plus his two dogs now get regular morning walks!
    • 50. Leads Infonic’s Operational Control function, where he is responsible for software release management, business process management, and management information systems. Mr. Caine brings 18 years of experience in the financial services IT sector, offering project management experience, business analysis and software development and delivery expertise.
      Prior to joining Infonic, Mr. Caine served as a People Manager, Head of Operating and Monitoring at Avaloq, a Swiss core-banking solutions provider based in Zürich, where he specialized in product management and operations, and led multiple teams of analysts and developers. He also served as Vice President, Business Analysis in Swiss Re’s global asset management division, where his role involved business analysis, testing and support.
      His prior position was as Senior Consultant in the Finance practice at Logica Consulting, an IT and business services company, based in London, Zürich, Berlin and Geneva, where he focused on software development. Mr. Caine holds a Bachelors of Science degree, with Honors, in Computer Science from the University of Staffordshire in England.
      Aboutthe Speaker - Matthew Caine