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Integra(ng	  Quality	  into	  Project	                                 Por3olio	  ManagementFriday, October 28, 2011
Chris	  Sterling             Co-­‐founder	  of	  Agile	  Advantage	  and	               VP	  of	  Engineering	  (www.Agile...
Agenda                  Pa5erns	  for	  Scaling	  Agile	  delivery              • Problems	  of	  Scaling	  SoDware	  Deli...
Pa6erns	  for	  Scaling	  Agile	  deliveryFriday, October 28, 2011
Component	  Teams                            “Component	  Team”	  structure                            Separate	  Product	...
Feature	  Teams                            “Feature	  Team”	  structure                            Uses	  common	  Product...
Story	  Map                Areas	  of	  funcHonality/capabiliHes	  on	  top                Place	  associated	  user	  sto...
Story	  Map	  -­‐	  Next	  Release                  Draw	  line	  that	  represents	  viable	  release              • Cust...
Forming	  the	  Meta-­‐Scrum                                 9Friday, October 28, 2011
Problems	  Scaling	  Agile	  methods                  Dependencies	  across	  teams                  IntegraHon	  points	 ...
Balancing	  Signal	  Indicators	                                    Value                   Quality                       ...
Problems	  We’ll	  Focus	  On	  -­‐	  Quality                  Dependencies	  across	  teams                  Integra(on	 ...
DefiniUon	  of	  Done	  -­‐	  Assert	  Quality                Acceptance defined criteria for each    Code checked in with r...
Release	  DefiniUon	  of	  Done              Every	  release	  should	  have	  clear	  quality	  criteria              With...
Release	  DefiniUon	  of	  Done              Every	  release	  should	  have	  clear	  quality	  criteria              With...
TradiUonal	  Source	  Control	  Management                                          15Friday, October 28, 2011
TradiUonal	  Source	  Control	  Management                                 Main	  Branch                                  ...
TradiUonal	  Source	  Control	  Management                                Code                                Complete    ...
TradiUonal	  Source	  Control	  Management                                             Code                               ...
TradiUonal	  Source	  Control	  Management                                                    Code                        ...
Flexible	  Source	  Control	  Management                                              16Friday, October 28, 2011
Flexible	  Source	  Control	  Management                                Main Branch                                       ...
Flexible	  Source	  Control	  Management                Version 1                                Main Branch              ...
Flexible	  Source	  Control	  Management                Version 1   Version 2                                        Main ...
Flexible	  Source	  Control	  Management                Version 1                     Version 2                           ...
ConUnuous	  IntegraUon                           17Friday, October 28, 2011
18Friday, October 28, 2011
Por3olio	  Management	  Decisions:                               Commit,	  Transform,	  Kill                              ...
EsUmates	  are	  Unreliable	  but	  Useful                  EsHmate	  using	  relaHve	  size                  Affinity	  EsH...
PorYolio	  Level	  Project	  Commitment                                             21Friday, October 28, 2011
PorYolio	  Project	  TransformaUon                                       22Friday, October 28, 2011
Early	  Warning	  Signs        Early	  Warnings:        •Broken	  Builds        •Broken	  Automated	  Tests        •Broken...
Early	  Warnings:                           •Design	  Debt	  in	  DuplicaWon	  (DRY)                           •Technical	...
Project	  PorYolio	  Kill?                           Early	  Warnings:                           •When	  transform	  and	 ...
Thank	  you!                           Ques(ons	  &	  AnswersFriday, October 28, 2011
Come	  see	  us	  at	  AgileAdvantage.com                                                27Friday, October 28, 2011
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Integrating Quality into Project Portfolio Management

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Traditionally, projects are managed based on cost, schedule, and scope. This continues to be insufficient and leads to poor outcomes, unsustainable development efforts, quality issues, and software that may meet requirements but not the expectations of users. This talk will go into how organizations can integrate quality and value considerations into their portfolio management strategies leading to less surprises and more valuable outcomes. The talk will go into detail about how Agile, Lean thinking, and Managing Software Debt can give a more holistic view of the project portfolio.

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Transcript of "Integrating Quality into Project Portfolio Management"

  1. 1. Integra(ng  Quality  into  Project   Por3olio  ManagementFriday, October 28, 2011
  2. 2. Chris  Sterling Co-­‐founder  of  Agile  Advantage  and   VP  of  Engineering  (www.AgileAdvantage.com)   Author  of  Book  “Managing  So;ware   Debt:  Building  for  Inevitable  Change” Consults  on  so;ware  technology,   Agile  technical  pracGces,  Scrum,  and   effecGve  management  techniques CerGfied  Scrum  Trainer InnovaGon  Games®  Trained   Email:  chris@sterlingbarton.com   Web:  h5p://www.agileadvantage.com Facilitator Blog:  h5p://www.ge<ngagile.com Follow  me  on  Twi5er:  @csterwa Open  Source  Developer 2Friday, October 28, 2011
  3. 3. Agenda Pa5erns  for  Scaling  Agile  delivery • Problems  of  Scaling  SoDware  Delivery Balancing  Signal  to  Noise  at  Scale • DefiniHon  of  Done • Source  Control  Management • ConHnuous  IntegraHon • Quality  Dashboards PorNolio  Management  Decisions: • Commit,  Transform,  Kill 3Friday, October 28, 2011
  4. 4. Pa6erns  for  Scaling  Agile  deliveryFriday, October 28, 2011
  5. 5. Component  Teams “Component  Team”  structure Separate  Product  Backlog Managing  dependencies  is  oDen   serialized ProblemaHc  integraHon  issues  are   typically  faced  if  mulHple   components  are  required  to  release Use  an  “IntegraHon  Team”  to  pull   components  together Causes  more  rework  than  “Feature   Team”  structure 5Friday, October 28, 2011
  6. 6. Feature  Teams “Feature  Team”  structure Uses  common  Product  Backlog IntegraHon  is  done  in  parallel Requires  high  levels  of   communicaHon  across  teams  to   resolve  integraHon  issues Forces  Product  Owners  to   be  more  coordinated   Sprints  should  be  synchronized Cross  team  ferHlizaHon  is  a requirement  to  successfully   deliver  in  parallel 6Friday, October 28, 2011
  7. 7. Story  Map Areas  of  funcHonality/capabiliHes  on  top Place  associated  user  stories  verHcally 7Friday, October 28, 2011
  8. 8. Story  Map  -­‐  Next  Release Draw  line  that  represents  viable  release • Customer  features  above  the  line  are  “in” • Do5ed  line  represents  negoHability !" 8Friday, October 28, 2011
  9. 9. Forming  the  Meta-­‐Scrum 9Friday, October 28, 2011
  10. 10. Problems  Scaling  Agile  methods Dependencies  across  teams IntegraHon  points  across  architecture Cross-­‐team  coordinaHon Inconsistent  quality  standards MulHple  lists  of  work Larger  batches  created  for  deployment MulH-­‐level  planning And  probably  much  more... 10Friday, October 28, 2011
  11. 11. Balancing  Signal  Indicators   Value Quality Constraints Source:  Jim  Highsmith (Schedule,  Cost,  Scope) 11Friday, October 28, 2011
  12. 12. Problems  We’ll  Focus  On  -­‐  Quality Dependencies  across  teams Integra(on  points  across  architecture Cross-­‐team  coordina(on Inconsistent  quality  standards Mul(ple  lists  of  work Larger  batches  created  for  deployment MulH-­‐level  planning And  probably  much  more... 12Friday, October 28, 2011
  13. 13. DefiniUon  of  Done  -­‐  Assert  Quality 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 13Friday, October 28, 2011
  14. 14. Release  DefiniUon  of  Done Every  release  should  have  clear  quality  criteria With  a  “Release  DefiniHon  of  Done”  you  can   understand  targets  be5er Measure  the  gap  between  the  teams’  DefiniHon   of  Done  and  a  Release  DefiniHon  of  Done. • This  gap  is  a  source  of  quality  issues  and  represents   significant  risk  to  scheduleFriday, October 28, 2011
  15. 15. Release  DefiniUon  of  Done Every  release  should  have  clear  quality  criteria With  a  “Release  DefiniHon  of  Done”  you  can   understand  targets  be5er Measure  the  gap  between  the  teams’  DefiniHon   of  Done  and  a  Release  DefiniHon  of  Done. • This  gap  is  a  source  of  quality  issues  and  represents   significant  risk  to  scheduleFriday, October 28, 2011
  16. 16. TradiUonal  Source  Control  Management 15Friday, October 28, 2011
  17. 17. TradiUonal  Source  Control  Management Main  Branch 15Friday, October 28, 2011
  18. 18. TradiUonal  Source  Control  Management Code Complete Version  1 Integrate  for Branch Version  2 Main  Branch 15Friday, October 28, 2011
  19. 19. TradiUonal  Source  Control  Management Code Complete Version  1 Integrate  for Branch Version  2 Debt Main  Branch Death  March 15Friday, October 28, 2011
  20. 20. TradiUonal  Source  Control  Management Code Complete Version  1 Integrate  for Branch Version  2 Debt Main  Branch Death  March { Debt  accrues  quickly  within  stabilizaBon  periods 15Friday, October 28, 2011
  21. 21. Flexible  Source  Control  Management 16Friday, October 28, 2011
  22. 22. Flexible  Source  Control  Management Main Branch 16Friday, October 28, 2011
  23. 23. Flexible  Source  Control  Management Version 1 Main Branch 16Friday, October 28, 2011
  24. 24. Flexible  Source  Control  Management Version 1 Version 2 Main Branch 16Friday, October 28, 2011
  25. 25. Flexible  Source  Control  Management Version 1 Version 2 Main Branch { Not Easy! Must have proper infrastructure to do this. 16Friday, October 28, 2011
  26. 26. ConUnuous  IntegraUon 17Friday, October 28, 2011
  27. 27. 18Friday, October 28, 2011
  28. 28. Por3olio  Management  Decisions: Commit,  Transform,  Kill Source:  Johanna  Rothman “Manage  Your  Project  PorBolio” hDp://www.amazon.com/Manage-­‐Your-­‐Project-­‐PorBolio-­‐first/dp/B004SMU0OWFriday, October 28, 2011
  29. 29. EsUmates  are  Unreliable  but  Useful EsHmate  using  relaHve  size Affinity  EsHmaHng  technique* Affinity  EsHmaHng  How-­‐To:  h5p://www.ge<ngagile.com/2008/07/04/affinity-­‐esHmaHng-­‐a-­‐how-­‐to/ 20Friday, October 28, 2011
  30. 30. PorYolio  Level  Project  Commitment 21Friday, October 28, 2011
  31. 31. PorYolio  Project  TransformaUon 22Friday, October 28, 2011
  32. 32. Early  Warning  Signs Early  Warnings: •Broken  Builds •Broken  Automated  Tests •Broken  Custom  Thresholds 23Friday, October 28, 2011
  33. 33. Early  Warnings: •Design  Debt  in  DuplicaWon  (DRY) •Technical  Debt  in  Code  Complexity •Quality  Debt  in  Bug  DB  (Break/Fix) •Other  Custom  Thresholds 24Friday, October 28, 2011
  34. 34. Project  PorYolio  Kill? Early  Warnings: •When  transform  and  re-­‐”commit”  is  not  a  valid  opWon: •“Kill”  should  be  an  opWon  on  the  table  MORE 25Friday, October 28, 2011
  35. 35. Thank  you! Ques(ons  &  AnswersFriday, October 28, 2011
  36. 36. Come  see  us  at  AgileAdvantage.com 27Friday, October 28, 2011
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