Code campiasi scm-project-gabriel-cristescu-ditech

SCM Project
Gabriel Cristescu
Gabriel_cristescu@ditech.ro
Di.Tech Ro, www.ditech.ro
08.05.2010

Di.Tech Group
CEDI MARCHE
CONAD ADRIATICO
NORDICONAD
CONAD
PAC 2000A
60,57%
14,16%
19,14%
4,01%
2,12%
Di.Tech SPA
100%
99,00%
60%
SBS EUROPE
(ROMANIA)
CONSOF
(ITALIA)
Di.Tech RO
(ROMANIA)
1%
FINPART

The role of the various companies
Ditech Italy, with more than 200 employees, offers since 1989 consultancy services and software products on the Italian retail market.
Ditech ro is an independent software factory founded in 2004 oriented on the European market having about 100 a highly skilled technology resources in .NET and Java
SBS Europe offers help desk and telemarketing services for sofware area for the European market.
CONSOF is SAP Business Partner that offers solutions and consultancy for production companies in Northern Italy.

Di.Tech Ro Mission
Our goal is to be an European center of excellence in designing and developing computer software solutions with well trained professionals, to ensure long-term high quality standards having in the same time a strong orientation towards innovative solutions.
Our goal is to be an Europeancenter of excellencein designing and developing computer software solutions with well trained professionals, to ensure long-term highquality standardshaving in the same time a strong orientation towards innovative solutions.

Our Clients
BUSINESS ONE

Agenda
Focus on SCM – project for Di.Tech Italy
From concept to product
SCM – Fidelity System concepts
SCM – overall architecture
SCM – project phases
SCM – final product
Production – “The ugly truth”

SCM- Fidelity System Concepts

SCM – overall architecture

Product Phases

Phase #1 - Planning
Planning Phase
Client expresses product requirements.
Senior leadership provide an initial vision.
Product team creates a vision statement elaborated on product.
Product team creates an overall schedule.
Product team begin a detailed planning of what features would get into the release.
Premise:
Received analysis for project modules and controls
Received initial family look control set
Development:
First version of DiTech Ro Framework, interfaces and base classes
First version of server
Product Team: 8 developers

SCM – Family Look
Contains guide lines for:
Simple components
Complex components
Modules flow
Layout and transitions
Color schemes
Functional Keys
User alerts

Phase #1 - Planning

Phase #1 - Planning
principle #1 – active user involvement is imperative
Which states that:
Responsibility is shared; the team is responsible together for delivery of the product
Requirements can be clarified on a daily basis with the entire project team, rather than resorting to lengthy documents that aren't read or are misunderstood
Emerging requirements can be factored into the development schedule as appropriate with project decisions clearly understood

Phase #2 - Prototype
Prototype
Emulates a few aspects of product features
It is used by clients to evaluate the product design
The client feedback is crucial in this design phase
Allows an appropriate deadlines estimation and proposed milestones
Premises:
Create an “vertical” prototype
Adjustment with the client of product "family look”
Development:
All infrastructure systems are implemented
First modules of client are implemented
XML web services are implemented

SCM – Prototype - Family look
The “look” of application

Phase #2 - Prototype
principle #2 – agile teams must be empowered
Which states that:
The project team must be empowered to make decisions in order to ensure that it is their responsibility to deliver the product and that they have complete ownership.
The team must establish and clarify the requirements together, prioritise them together, agree to the tasks required to deliver them together, and estimate the effort involved together.

Phase #3 – Release 1
Design aspects
The feature-set is driven by Product Managers
Own the client interaction and making the right thing happen
Drive the product unit team during the design process
Own writing a design specification for each feature
Coding
C# is the language used.
The goal is efficient, clean, and maintainable code.
Code we ship has guaranteed support
Team Foundation Server 2005 is used to organize developers activity
Source control system optimized for branching/merging
Tasks, Bugs system integrated
Web Collaboration
Premises:
Intensive collaboration with DiTech Italia
Intensive collaboration with client
Development:
100% of product features implemented

Phase #3 - Release1 - client features
Multilanguage
Validation
Standard validations: required, length, size, interval, regex
Custom validations: barcode, valid when
IValidable
Layout
XML - driven
ILayoutConsumer
Instrumentation
log4Net
Database
WMI
Updater
Hot-swap client modules – no need for client deploy

Phase #3 – Release1 – server features
5 XML Web Services
CRUD – using Enterprise Library
Critical queries – IBatis
Mass data insert – ODP.NET
Instrumentation
Log4net
Database
WMI events
Utility
Activity trace
Quality
File generators
Security

Phase #3 – Release1
principle #4 – time waits for no man
requirements emerge and evolve, and that however much analysis and design you do, this will always be the case because you cannot really know for sure what you want until you see and use the software
principle #5 – how do you eat an elephant?
One bite at a time! Likewise, modules are delivered in small bite-sized pieces, delivering small, incremental *releases* and iterating
principle #6 – fast but not so furious
focus on frequent delivery of products, and regular iterations

Producing Daily Builds
A new “build” is built and released every day.
Forces engineering discipline, critical in the end-product
Build number indicates build date (80730: Jul. 30 2008)
Build lab produces daily builds for Q&A division
Testing
Test team is staffed by Devs
Designs test plans, writes tests, and builds infrastructure
Target goal with tests is to reach >70% product code coverage by end of the product cycle
We measure this statistic throughout the product
“Test Complete” – Test automation system
Premises:
Obtain a consolidated product
Development:
Bugs triaged by feature leads and assigned priority
Product Team: 3 Developers

We found that we like this principles:
principle #7 – done means DONE!
The feature may rely on other features being completed before the product could really be shipped. But the feature on its own merit should be shippable. So if you're ever unsure if a feature is 'done enough', ask one simple question: "Is this feature ready to be shipped?".
principle #8 – enough’s enough
Pareto's law is more commonly known as the 80/20 rule. This means that *typically* 80% of your results may actually come from only 20% of your efforts!

Phase #5 – Release consolidation
BUG Tracking
Bugs & work-items are tracked within TFS
Enables rich reporting and change history tracking
Bugs triaged by feature leads and assigned priority
Bugs fixed in priority order of range from Critical to Enhancement
Daily status mails sent to developing team tracking bug status
Release
Key set of steps along the “release path”
Lock feature-set and stop adding/changing design
Run a full test pass to find all bugs of the locked design.
Push for a zero bug situation on the locked design.
Triage all bugs out of the system that are not “must fix”.
Enter End-Product mode & start minimizing code re-factor.
Premises:
Needs to be done until Sep 08
Needs an intensive collaboration with headquarter
Development actions:
All modules are closed
Team: 3 developers

Phase #5 – Release consolidation
principle #9 – agile testing is not optional
Developers are much more heavily engaged in testing, writing automated repeatable unit tests to validate their code.
But testing shouldn't only be done by developers throughout the development. There is still a very important role for professional testers.

Phase #6 – Release installation
End-Product mode
“Release Team” takes over to the End-Product mode.
Made up of most senior team members that meets at least once a day.
Over the span of the final weeks before a release
Release team steadily raise the triage bar, and towards the end only allow critical bugs to be fixed.
If product is ready to ship, the number of critical bugs will slowly decline.
Client Connections
The Client need to be part of our development.
We have broke the pattern that let us think that “we know what’s best”.
Four areas of focus:
Video-conference
Client headquarters meetings
Product Previews for Client
Technical Assistance Department

Phase #6 – Release installation
principle #10 – no place for snipers
We are not seeking for guiltiness we want only that the project team is working towards a shared goal, creating better teamwork, fostering team spirit, and building stronger, more cooperative relationships.

RTM – complete product
Hard decisions
The Golden Rule
Features + Quality = Time
You can only control two from these three!
Which one is winning?
Development focus on Features.
Q&A department focus on Quality
Management focus on Time
Front Loading Quality
Maintain a very high quality standard
No feature work items are included until they are completely passing tests; there is always next release

RTM - installation
ClickOnce installation
Wix
Mage, PSTools, vbscript

Production – the “ugly” truth
1. The management of application in production must be proactive not reactive. Save time and money invested in preparing the deployment. Do not expect the application to enter the error and to hurry to fix it.
2. Create a structured plan for installation and patch management. Document all the elements to be installed to ensure the repeatability of process and to reproduce problems.
3. Do not ignore the importance of post-installation testing action. Avoid the common practice “test application by opening and performing a 2 -3 clicks”.
4. Check twice the installation parameters! Each organization has its own business process, with its rules, not break them!
5. Do not introduce new technology or new ways of working until you have looked very good at the infrastructure!
6. Avoid fixing a issue and generating other! The client lose their trust.
7. If there is a problem in production you have to solve it first and then investigate the causes!
8. Continuously monitor, do not let the customer to find any problems.
9. If the client has found a production problem, fix it and then send a detailed report of the incident and actions to take.
10. Warn customers before any “on the fly” changes however minor it may be.

Remember:
Factors that impact any successful project
Technology
Process
People
Invest in your future by improving your work methodology
so it doesn`t come to:
* perle BAC 2009 – 2010
Citind, se mai dezvolta si omul la creier si acumuleaza materie prima.

Thank you!
Questions?

Code campiasi scm-project-gabriel-cristescu-ditech

by CodeCamp/Iasi on May 10, 2010

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Code campiasi scm-project-gabriel-cristescu-ditech — Presentation Transcript