Boeing Webinar - Integrating Quality in Portfolio Management - oct 2010


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Brent Barton and Chris Sterling presented this at a webinar for Boeing.

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Boeing Webinar - Integrating Quality in Portfolio Management - oct 2010

  1. 1. Integrating Quality into Portfolio Management Brent Barton Chris Sterling 1
  2. 2. Brent Barton - Sterling Barton, LLC Partner, Sterling Barton, LLC Former CTO. Active Agile Coach, Mentor, Certified Scrum Trainer More than 15 years software development in many roles as both employee and consultant for organizations from small start ups to multinational corporations Actively involved in Agile Rollouts from small Product companies to very large IT organizations Scrum Articles Email: “AgileEVM – Earned Value Management Web: in Scrum Projects”, IEEE Blog: Follow me on Twitter: brentbarton “Implementing a Professional Services Organization Using Type C Scrum”, IEEE “Establishing and Maintaining Top to Bottom Transparency Using the Meta-Scrum”, AgileJournal “All-Out Organizational Scrum as an Innovation Value Chain”, IEEE © 2009-2010, 2 2
  3. 3. Chris Sterling – Sterling Barton, LLC Partner, Sterling Barton, LLC Consults on software technology, Agile technical practices, Scrum, and effective management techniques Certified Scrum Trainer Innovation Games® Trained Facilitator Open Source Developer Software architecture consulting for Agile Teams: Email: Web: Continuous Integration Blog: Follow me on Twitter: @csterwa Source Code Monitoring Release Management Design techniques © 2009-2010, 3 3
  4. 4. A Story... © 2009-2010, 4
  5. 5. Meet Earl - Strategic Planner Earl just finished the annual portfolio budgeting process for the new fiscal year © 2009-2010, 5
  6. 6. Meet Geoff - Project Manager Geoff is in charge of the Saturn Project Saturn is a key part of a company-wide strategy © 2009-2010, 6
  7. 7. Portfolio Planning is Done for the year! (It is the beginning of our new Fiscal Year) © 2009-2010, 7
  8. 8. Later, Some things aren’t looking as good © 2009-2010, 8
  9. 9. Continuous Integration Helps Contain Defects © 2009-2010, 9
  10. 10. Defect Containment is helping...not solving © 2009-2010, 10
  11. 11. Meet Huang - Test Engineer Huang is a Software Development Engineer in Test - SDET Huang wants to proud of the quality of every release How can I help? © 2009-2010, 11
  12. 12. © 2009-2010, 12
  13. 13. Meet Sonia - Program Manager Sonia is a Program Manager Uses Scrum well...good servant leader How can I help ensure better Quality? © 2009-2010, 13
  14. 14. Definition of Done Defines the work products that will be delivered with each item as it is ready for acceptance Typical entries in Definition of Done Code includes unit tests, reviewed, checked in Tests described and executed Build, release notes Compliance documentation updated to include current functionality What else? © 2009-2010, 14 14
  15. 15. Definition of Done as a Compliance Checklist Acceptance defined criteria for each Code checked in with reference to user story US#/Task# Unit tests written and passed Tested on FE Code compiles with no errors and no Integration test written & passes warnings Test code reviewed New code doesn’t break existing code Environment requirements documented Test case review (Dev to review test Interface document updated/added case written) and checked in to SVN Architectural impact assessed and Acceptance criteria verified complete artifacts updated if necessary All P1-P3 bugs for the story are Comments in code closed Error codes added Test approves user story Code reviewed by peer Story demonstrated to product owner and accepted on Target Platform © 2009-2010, 15
  16. 16. How does a “Release Definition of Done” help? Every release should have clear quality criteria With a “Release Definition of Done” you can understand targets better Measure the gap between the teams’ Definition of Done and a Release Definition of Done. This gap is a source of quality issues and represents significant risk to schedule © 2009-2010, 16
  17. 17. Earl - Strategic Planner What can I do better? © 2009-2010, 17
  18. 18. Stop Focusing ONLY on Constraints Scope Schedule Cost © 2009-2010, Source: Jim Highsmith 18
  19. 19. Seek Value and Balance Quality with Constraints Value Quality Constraints (Schedule, Cost, Scope) © 2009-2010, Source: Jim Highsmith 19
  20. 20. Strategic Planners Manage Portfolios by Working on most valuable releases Deliver in most cost efficient manner Re-allocate resources when costs are too high or value is not meeting expectations © 2009-2010, 20
  21. 21. Leverage Agile Prioritized work by business value Take advantage of adaptive planning Ask and expect known levels of Quality from each team Support investment to make quality as visible as traditional constraints © 2009-2010, 21
  22. 22. Agile addresses root causes issues of EVM Agile teams are asked to deliver at a known level of quality Agile teams state what quality means through the “Definition of Done” Agile is great for adaptive planning while pursuing delivery of value PROBLEM: Adaptation challenges strategic planners The product AgileEVM was built to help organizations take advantage of what Agile has to offer © 2009-2010, 22