Agile Engineering Traceability

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This is just an example of a deck I put together for a presentation on Traceability with Agile Engineering and Practices.

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  • Agile is based on a collection of practices that have been found to work, some of them very old.
  • Automation allows fewer people to do more work, but that doesn’t necessarily mean more product, it may simply mean higher quality product.
  • No, no they don’t. Quite the contrary actually.
  • Continuous integration is the goal because it is the ultimate enabler for successful Agility. Without continuous or at least frequent integration including automated build, and automated testing for at least Integration and Unit tests an agile transformation will fail to provide the long term benefits organizations need.
  • I tried to count the number of different tools used for software development, my line count from cutting and pasting them out of wikipedia hit 2694 before I gave up. Software these days is similar in a great many ways to the Space Race, or Arms Races of the past.
  • Devops is a reaction to the frequent and continuous deployment that Agile teams work towards (and are achieving), and why this is a problem using anecdotes about product increment deliveries.
  • Servers lurking in basements running unauthorized software?
  • To put it simple, scaling Agility is hopeless without the right infrastructure. Let’s have a quick look, why this is the case.It’s easy to get lost in the details, and loose oversights. That applies certainly to senior management, as they lack insights into project status, and into risk factors. That can lead to costly surprises. But also business product managers and chief architects lack vital visibility, across interdependent projects. For example, often they cannot answer even basic questions like: “In which release will defect ABC be fixed?” or “How many user stories have we delivered in the current build, and how many source code files did we touch?”Security is another key issues, especially as you work across organizational boundaries, or have to deal with increasingly fickly workforce. There is the risk of giving too much permissions and access to code base and documentations, resulting in overwhelmed developers or (at worst) loss of IP and potentially even legal compliance violations. But there also is risk of providing too little access too late, frustrating staff and impeding their ability to deliver.Ineffective collaboration… While technology can help, this continuous to be especially the case, if tools don’t work across the firewall divide, or are simply not scalable from a performance and throughput perspective.Unaware how code changes affect production. Early and continuous delivery of valuable software is the #1 principle behind the Agile Manifesto. That’s why Agile practices demand looking beyond code, to build and test. Continuous integration (CI) and test-driven development are accepted as critical elements to accelerate the software delivery process.  However, exclusive focus on automating the build and test process in not enough. Without the right visibility, development teams cannot deal timely with defects, and don’t understand how code affects production, resulting in technical debt.Finally, uncontrolled high cost of development It infrastructure management by cobbling together an arsenal of incompatible products and tools.
  • To put it simple, scaling Agility is hopeless without the right infrastructure. Let’s have a quick look, why this is the case.It’s easy to get lost in the details, and loose oversights. That applies certainly to senior management, as they lack insights into project status, and into risk factors. That can lead to costly surprises. But also business product managers and chief architects lack vital visibility, across interdependent projects. For example, often they cannot answer even basic questions like: “In which release will defect ABC be fixed?” or “How many user stories have we delivered in the current build, and how many source code files did we touch?”Security is another key issues, especially as you work across organizational boundaries, or have to deal with increasingly fickly workforce. There is the risk of giving too much permissions and access to code base and documentations, resulting in overwhelmed developers or (at worst) loss of IP and potentially even legal compliance violations. But there also is risk of providing too little access too late, frustrating staff and impeding their ability to deliver.Ineffective collaboration… While technology can help, this continuous to be especially the case, if tools don’t work across the firewall divide, or are simply not scalable from a performance and throughput perspective.Unaware how code changes affect production. Early and continuous delivery of valuable software is the #1 principle behind the Agile Manifesto. That’s why Agile practices demand looking beyond code, to build and test. Continuous integration (CI) and test-driven development are accepted as critical elements to accelerate the software delivery process.  However, exclusive focus on automating the build and test process in not enough. Without the right visibility, development teams cannot deal timely with defects, and don’t understand how code affects production, resulting in technical debt.Finally, uncontrolled high cost of development It infrastructure management by cobbling together an arsenal of incompatible products and tools.
  • If it isn’t easy then it doesn’t get done.
  • Best of Breed is a concept is a marketer’s fantasy. Software tools must be constantly evaluated and replaced as needed. No one tool is the king forever, and more then that no one tool is perfect for every team. Team’s must be empowered to select the correct tools for the work that they are doing.
  • Agile Engineering Traceability

    1. 1. 1 Copyright ©2012 CollabNet, Inc. All Rights Reserved.ENTERPRISE CLOUD DEVELOPMENT Agile Engineering Traceability or “What is Federated ALM?” Caleb Brown Collabnet Product Owner / Agile Coach
    2. 2. 2 Copyright ©2012 CollabNet, Inc. All Rights Reserved. What is Agile? » Extreme Programming (XP) » Scrum » Lean software development » Adaptive Software Development (ASD) » Dynamic Systems Development Method (DSDM) » Feature Driven Development (FDD) » Agile Unified Process (AUP) » Rational Unified Process (RUP) » Open Unified Process (OpenUP) » Essential Unified Process (EssUP) » Crystal Clear and Other Crystal Methodologies » Kanban
    3. 3. 3 Copyright ©2012 CollabNet, Inc. All Rights Reserved. Different Agile Practices do Work Together Scrum Lean Kanban XP Some lean tools (e.g. – value stream mapping) are not included in Scrum, but the practices are implicit Kanban incorporates a continuous flow of development versus iterations in Scrum Mature Scrum teams commonly use most or all XP practices
    4. 4. 4 Copyright ©2012 CollabNet, Inc. All Rights Reserved. Agility is a Quality • Being ‘agile’ is like being ‘in shape.’ Hiking Boots... Check Still in shape? I wish • As ‘agility’ is unclear, it is easy to lie to ourselves about just how ‘agile’ we are. • Like being ‘in-shape,’ being ‘agile’ requires discipline and doesn’t have a clear definition. ‘Agility’ is the understanding that we are Never done improving
    5. 5. 5 Copyright ©2012 CollabNet, Inc. All Rights Reserved. The Agile Manifesto We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. From Agilemanifesto.org with credit to: Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern, Brian Marick
    6. 6. 6 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
    7. 7. 7 Copyright ©2012 CollabNet, Inc. All Rights Reserved. • Coping with Testing Overhead •Implementing Continuous Integration •Keeping up with Emerging technology •Faster time to deployment Some New Challenges with Agility
    8. 8. 8 Copyright ©2012 CollabNet, Inc. All Rights Reserved. Waterfall Process Requirements Analysis Design Code Integration Test Deploy
    9. 9. 9 Copyright ©2012 CollabNet, Inc. All Rights Reserved. Agile Process Every 2 Weeks Requirements Analysis Design Code Integration Test Deploy
    10. 10. 10 Copyright ©2012 CollabNet, Inc. All Rights Reserved. Agile Process 2 Weeks Requirements Analysis Design Code Integration Test Deploy 2 Weeks Requirements Analysis Design Code Integration Test Deploy 2 Weeks Requirements Analysis Design Code Integration Test Deploy Every 2 Weeks Test Deploy
    11. 11. 11 Copyright ©2012 CollabNet, Inc. All Rights Reserved. Automation to contend with Testing Challenges
    12. 12. 12 Copyright ©2012 CollabNet, Inc. All Rights Reserved. Does this mean QA people lose their jobs?
    13. 13. 13 Copyright ©2012 CollabNet, Inc. All Rights Reserved. Continuous Integration?
    14. 14. 14 Copyright ©2012 CollabNet, Inc. All Rights Reserved. 2694+ Tools used for Software Development? Keeping up with Emerging technology
    15. 15. 15 Copyright ©2012 CollabNet, Inc. All Rights Reserved. Faster time to deployment – Devops? “I Love Lucy” season 2 episode 4: Job Switching “I LOVE LUCY” ® CBS Worldwide Inc. Images of Lucille Ball & Desi Arnaz are licensed by Desilu, Too, LLC. Licensing by Unforgettable Licensing.
    16. 16. 16 Copyright ©2012 CollabNet, Inc. All Rights Reserved. Self organizing teams do not sit still, they will continually improve, and that means adopting new technology. With, or Without official sanction to do so. Self Organization and Technology
    17. 17. 17 Copyright ©2012 CollabNet, Inc. All Rights Reserved. Shadow IT
    18. 18. 18 Copyright ©2012 CollabNet, Inc. All Rights Reserved. • Centralized information repository • Passively gathered data • Getting past “Best of Breed” thinking Getting a Handle on Agile Engineering Traceability
    19. 19. 19 Copyright ©2012 CollabNet, Inc. All Rights Reserved. Fractured Tools eCommerce Project • Development • Testing SOA Project • Testing eCommerce Project • Project Mgt • Architect • UI DevelopmentSOA Project • Architect • Project MgtBackoffice integration • Architect SOA Project • Development o Seattle o London o Moscow o Le Cap o Sao Paolo o Shanghai o Bangalore Backoffice integration • Project Mgmt • Design SOA Project • Coding • Testing Custom Backoffice Systems Centralized Information Repository
    20. 20. 20 Copyright ©2012 CollabNet, Inc. All Rights Reserved. DEV QA CIO OPS BIZ DEV PM Fractured Teams Centralized Information Repository
    21. 21. 21 Copyright ©2012 CollabNet, Inc. All Rights Reserved. eCommerce Project • Development • Testing SOA Project • Testing eCommerce Project • Project Mgt • Architect • UI DevelopmentSOA Project • Architect • Project MgtBackoffice integration • Architect SOA Project • Development o Seattle o London o Moscow o Le Cap o Sao Paolo o Shanghai o Bangalore Backoffice integration • Project Mgmt • Design SOA Project • Coding • Testing Custom Backoffice Systems Scrum ScrumKanban Scrum Kanban Waterfall Waterfall Cowboy RUP Fractured Processes Centralized Information Repository
    22. 22. 22 Copyright ©2012 CollabNet, Inc. All Rights Reserved. Passively Gathered Data Nethack:
    23. 23. 23 Copyright ©2012 CollabNet, Inc. All Rights Reserved. Best of Breed Software?
    24. 24. 24 Copyright ©2012 CollabNet, Inc. All Rights Reserved. Federated application life cycle management (FALM) is a suite of technologies and practices that generally includes metadata integration, workflow and process management facilities, tying together the management of at least two stages of development, underlying change version and configuration, and including the ability to customize the process flow of application development, integration and maintenance projects. - Gartner IT Glossary Federated ALM? http://www.gartner.com/it-glossary/federated-application-life-cycle-management-al
    25. 25. 25 Copyright ©2012 CollabNet, Inc. All Rights Reserved.25 Copyright ©2012 CollabNet, Inc. All Rights Reserved. Questions? Caleb Brown Caleb@Collab.net www.collab.net blogs.collab.net twitter.com/collabnet www.facebook.com/collabnet www.linkedin.com/company/collabnet-inc
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