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1	
  
Teaching An Old Dog New Tricks:
Agile For Legacy Systems
	
  
Craeg Strong
CTO, Ariel Partners
June 23, 2015
Mclean,...
2	
  
Software Development since 1988
Large Commercial & Government Projects
Agile Coach / Kanban Trainer
Performance & Sc...
3	
  
Agenda	
  
1.  Up	
  Front	
  AsserOons	
  
2.  Why	
  Is	
  Legacy	
  Different?	
  
3.  SituaOonal	
  Assessment	
 ...
4	
  
AsserOons	
  
	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  
1	
  
	
  	
  	
  
	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
...
5	
  
q  Mission-Critical
q  Heavily Regulated
q  Missing or Out of Date
q  Significant Documentation Requirements
q ...
6	
  
SituaOon	
  Assessment	
  
Mature	
  
So]ware	
  
Significant	
  
Challenges	
  
Assessment	
  Ques4ons	
  
q What	
...
7	
  ©	
  Copyright	
  Ariel	
  Partners	
  2015	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  *sales@ar...
8	
  
Whirlwind	
  Tour	
  
1.  FaciliOes	
  
2.  Team	
  
3.  Agile	
  Methodology	
  
4.  Technical	
  Debt	
  
5.  Docu...
9	
  
Dream
1.	
  FaciliOes	
  
©	
  Copyright	
  Ariel	
  Partners	
  2015	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
 ...
10	
  
Summary:	
  Structuring	
  The	
  Space	
  
©	
  Copyright	
  Ariel	
  Partners	
  2015	
  	
  	
  	
  	
  	
  	
  ...
11	
  
2.	
  Staffing	
  The	
  Team	
  
q New Project
q Lightweight Governance
q Little Technical Debt
Traditional Scrum...
12	
  
Team	
  ComposiOon	
  
©	
  Copyright	
  Ariel	
  Partners	
  2015	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	...
13	
  
Summary:	
  Structuring	
  The	
  Team	
  
©	
  Copyright	
  Ariel	
  Partners	
  2015	
  	
  	
  	
  	
  	
  	
  	...
14	
  
3.	
  Methodology	
  
©	
  Copyright	
  Ariel	
  Partners	
  2015	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
...
15	
  
Choosing	
  A	
  Methodology	
  
©	
  Copyright	
  Ariel	
  Partners	
  2015	
  	
  	
  	
  	
  	
  	
  	
  	
  	
 ...
16	
  
What	
  If	
  You	
  Are	
  Kind	
  Of	
  In	
  The	
  Middle?	
  
©	
  Copyright	
  Ariel	
  Partners	
  2015	
  	...
17	
  
Consider	
  Scrumban	
  
©	
  Copyright	
  Ariel	
  Partners	
  2015	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
 ...
18	
  
How Does Kanban Improve
Scrum?
Service Pack
Month 2 Month 3 Month 4 Month 5 Month 6Month 1
Sprint 1
Product
Backlog...
19	
  
Challenges	
  We	
  Encountered	
  
Using	
  Scrum	
  For	
  Maintenance	
  Project	
  
Release
Month 2Month 1
Spri...
20	
  
?
(Dark Matter)
Why	
  Were	
  We	
  Always	
  So	
  Busy?
Work	
  Item	
  Type	
   Class	
  Of	
  Service	
  
Busi...
21	
  
Summary:	
  Choosing	
  A	
  Methodology	
  
©	
  Copyright	
  Ariel	
  Partners	
  2015	
  	
  	
  	
  	
  	
  	
 ...
22	
  
4. Technical Debt
90%	
  
10%	
  
Greenfield
60%	
  
40%	
  
Legacy
NegoOate	
  A	
  High	
  Percentage	
  of	
  Ba...
23	
  
Focus	
  On	
  Test	
  AutomaOon	
  
Version
Control
Automated
Smoke &
Verification
Tests
Compile
Automated
Unit Te...
24	
  
But Set Aside Extra Time For
Manual Testing
Dev	
  
Sprint	
  
Dev	
  
Sprint	
  
Tech	
  
Sprint	
  
Dev	
  
Sprin...
25	
  
Summary:	
  Dealing	
  With	
  Technical	
  
Debt	
  
©	
  Copyright	
  Ariel	
  Partners	
  2015	
  	
  	
  	
  	
...
26	
  
5. Documentation
©	
  Copyright	
  Ariel	
  Partners	
  2015	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
 ...
27	
  
Recognize	
  That	
  DocumentaOon	
  
Requirements	
  May	
  Be	
  Bursty	
  	
  
Sprint	
  
TesOng	
  	
  
Documen...
28	
  
Summary:	
  Dealing	
  with	
  
DocumentaOon	
  Requirements	
  
©	
  Copyright	
  Ariel	
  Partners	
  2015	
  	
 ...
29	
  
6. Sprint 0
©	
  Copyright	
  Ariel	
  Partners	
  2015	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  ...
30	
  
Summary:	
  When	
  To	
  Start	
  IteraOng?	
  
©	
  Copyright	
  Ariel	
  Partners	
  2015	
  	
  	
  	
  	
  	
 ...
31	
  
7. Lifecycle Management Tool
©	
  Copyright	
  Ariel	
  Partners	
  2015	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
 ...
32	
  
Use Manual Kanban Board
©	
  Copyright	
  Ariel	
  Partners	
  2015	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  ...
33	
  
Summary:	
  Tool	
  Chain	
  Support	
  For	
  
Agile	
  
©	
  Copyright	
  Ariel	
  Partners	
  2015	
  	
  	
  	
...
34	
  
8. Roadmapping
©	
  Copyright	
  Ariel	
  Partners	
  2015	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	...
35	
  
Technical Improvements Address
Risks
©	
  Copyright	
  Ariel	
  Partners	
  2015	
  	
  	
  	
  	
  	
  	
  	
  	
 ...
36	
  
Demonstrate Progress On
Technical Items Via Reports
©	
  Copyright	
  Ariel	
  Partners	
  2015	
  	
  	
  	
  	
  ...
37	
  
Summary:	
  Maintain	
  Both	
  Business	
  and	
  
Technical	
  Roadmaps	
  
©	
  Copyright	
  Ariel	
  Partners	
...
38	
  
9. Automated Tests
©	
  Copyright	
  Ariel	
  Partners	
  2015	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	...
39	
  
BDD/ATDD To The Rescue
©	
  Copyright	
  Ariel	
  Partners	
  2015	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	...
40	
  
Feature	
  File	
  
BDD	
  With	
  SpecFlow	
  
1.	
  Write	
  
Feature	
  
Step	
  DefiniOons	
  
2.	
  Generate	
 ...
41	
  
The	
  Agile	
  RTM	
  
q  All system functions expressed as user stories
q  All user stories have acceptance cri...
42	
  
Summary:	
  Focus	
  On	
  High-­‐Value	
  
Automated	
  Tests	
  
©	
  Copyright	
  Ariel	
  Partners	
  2015	
  	...
43	
  
10. DevOps Automation
©	
  Copyright	
  Ariel	
  Partners	
  2015	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
...
44	
  
Automate Each Piece of the
Pipeline: One By One
©	
  Copyright	
  Ariel	
  Partners	
  2015	
  	
  	
  	
  	
  	
  ...
45	
  
Summary:	
  DevOps	
  AutomaOon	
  
©	
  Copyright	
  Ariel	
  Partners	
  2015	
  	
  	
  	
  	
  	
  	
  	
  	
  ...
46	
  
Summary	
  
©	
  Copyright	
  Ariel	
  Partners	
  2015	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  ...
47	
  
QuesOons?	
  
©	
  Copyright	
  Ariel	
  Partners	
  2015	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
...
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Teaching An Old Dog New Tricks: Agile For Legacy Systems

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Agile software development methods are now well established in many commercial organizations, and are starting to make inroads into government contexts. There are reports of software development projects using Agile methods that achieve significantly higher levels of productivity and quality compared with projects that used traditional methods. When it comes to brand new “start from scratch” software projects, a wealth of information, advice, training, and literature exists to help guide practitioners and speed them along the path to agility. Unfortunately, most such publicly available resources have relatively little to say when it comes to legacy systems. However, there is a small but growing amount of evidence that agile practices can yield compelling benefits for legacy projects—even those that have been previously successful using traditional methods. Our experience suggests that agile practices need to be customized and introduced in a different order into a legacy project. This presentation provides an analysis of the differences between legacy projects and new software development and the implications for the adoption of agile methods.

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Teaching An Old Dog New Tricks: Agile For Legacy Systems

  1. 1. 1   Teaching An Old Dog New Tricks: Agile For Legacy Systems   Craeg Strong CTO, Ariel Partners June 23, 2015 Mclean, VA  ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394    
  2. 2. 2   Software Development since 1988 Large Commercial & Government Projects Agile Coach / Kanban Trainer Performance & Scalability Architect Apache Ant Open-Source Contributor New York & Washington DC Area CTO,  Ariel  Partners     CSM,  CSP,  CSD,  CSPO,  PSM,     PMI-­‐ACP,  PMP,  SAFe  Agilist     www.arielpartners.com   cstrong@arielpartners.com   @ckstrong1   Craeg  Strong   ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394    
  3. 3. 3   Agenda   1.  Up  Front  AsserOons   2.  Why  Is  Legacy  Different?   3.  SituaOonal  Assessment   4.  Whirlwind  Tour   1.  FaciliOes   2.  Team   3.  Agile  Methodology   4.  Technical  Debt   5.  DocumentaOon   6.  “Sprint  0”   7.  Lifecycle  Management  Tool   8.  Roadmapping   9.  Automated  Tests   10.  DevOps  AutomaOon     5.  Summary   ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394    
  4. 4. 4   AsserOons                       1                               2               3                     ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394     Big  legacy  projects  represent  a  cons4tuency   that  has  been  largely  le8  out  of  the   conversa4on  about  Agile.   Agile  methods  can  provide  benefits  for  big   legacy  so8ware  projects  –  even  if  they  have   been  previously  successful  under  waterfall.   Agile  prac4ces  may  need  to  be  customized   and  introduced  in  a  different  order  in  a   legacy  project.  
  5. 5. 5   q  Mission-Critical q  Heavily Regulated q  Missing or Out of Date q  Significant Documentation Requirements q  Mostly Manual q  System Not Designed For Testability q  Resistant to Change q  Battle Fatigue q  Optimized For Non-Collaboration q  Private Offices May Be Tied To Self-Worth q  Heavyweight, Prescriptive q  Manual-Intensive Reporting q  Lengthy Approval Process q  Skeptical of Open Source How  Is  Legacy  Different?   ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394     System Criticality Documentation Testing Staff Facility Governance Procurement
  6. 6. 6   SituaOon  Assessment   Mature   So]ware   Significant   Challenges   Assessment  Ques4ons   q What  does  our  capital  budget  look   like?    OpEx  vs  CapEx   q  How  long  will  the  capability  be   needed?   q  How  many  of  the  original  team  are   available?   q What  is  the  state  of  the  code  base   relaOve  to  modern  best  pracOces?   q Does  the  so]ware  use  a  strategic   plaaorm?    Is  it  sOll  supported?   UNIX   Healthcare.gov   FBI  Trilogy   Denver  Airport   Baggage  Handling   System   “Criminal   JusOce  Project”   Conclusions   ü  How  much  we  will  invest  in   the  exisOng  code  base   ü  How  we  will  allocate  our   budget  between   maintenance  and  re-­‐design   ü  How  that  allocaOon  may  shi]   over  the  next  5  years   ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394    
  7. 7. 7  ©  Copyright  Ariel  Partners  2015                                *sales@arielpartners.com    ((646)  467-­‐7394     Criminal  JusOce  Project  
  8. 8. 8   Whirlwind  Tour   1.  FaciliOes   2.  Team   3.  Agile  Methodology   4.  Technical  Debt   5.  DocumentaOon   6.  “Sprint  0”   7.  Lifecycle  Management  Tool   8.  Roadmapping   9.  Automated  Tests   10. DevOps,  CI/CD  AutomaOon   ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394    
  9. 9. 9   Dream 1.  FaciliOes   ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394     Reality
  10. 10. 10   Summary:  Structuring  The  Space   ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394     Remove Barriers to Collaboration q Co-Locate The Team q Cubicles à Open Spaces q Put Whiteboards Everywhere q Post-Its of all shapes and colors q Dual Hi-Res Monitors
  11. 11. 11   2.  Staffing  The  Team   q New Project q Lightweight Governance q Little Technical Debt Traditional Scrum Team DevelopersTesters Business Analyst CM/Build Engineer DBA ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394     11   q Legacy Project q Heavyweight Governance q Significant Technical Debt Specialists DevOps Engineer UX Designer Technical Writer Development DevelopersTesters Business Analyst CM/Build Engineer DBA Tool / Automation Specialist Increasing  Complexity  
  12. 12. 12   Team  ComposiOon   ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394     Project  Veterans  (Mid/Senior)   ü  Senior  Developer   ü  Domain  Expert   ü  Expert  Manual  Tester   ü  Training  Specialist   50%   30%   20%   New  Staff   ü  Junior   ü  Midlevel   Specialists  (Senior)   ü  UX  Designer   ü  DevOps  Engineer   ü  Build  AutomaOon  Engineer   ü  Tool  Specialist   ü  Technical  Writer   ü  UI  Test  AutomaOon  Expert   ü  BDD/TDD  Developer  
  13. 13. 13   Summary:  Structuring  The  Team   ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394     Mix of System Knowledge & New Automation Skills Needed q Up To 50% Experienced Staff Members q Most New Staff Should Bring Specific Automation Skills q Relatively Few Junior Developers q May Need Documentation Specialists q Expect Some Turnover, Especially Veterans
  14. 14. 14   3.  Methodology   ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394     0%   10%   20%   30%   40%   50%   60%   *According to VersionOne
  15. 15. 15   Choosing  A  Methodology   ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394     Scrum Kanban   Awareness  &   Precedent   Awareness,  Acceptance,  or   OrganizaOonal  Precedent     No  Experience  With  Agile,  or   Previous  NegaOve   Experience   Nature  of  the  Work   Best  for  Development  or   “Disciplined  O&M”   O&M  or  Development  plus   O&M   Stakeholder   Availability   Time-­‐Boxed  IteraOons   provide  Convenient  Planning   Horizon  for  Stakeholders   Stakeholders  cannot  commit   to  fixed  Ome-­‐frames,  or  can   engage  more  frequently   External  Dependencies   Effort  fairly  self-­‐contained,   Cross-­‐FuncOonal  team   Lots  of  dependencies  on   external  teams   Openness  to  Change   Need  or  Want  Clean  Break   from  past:  RevoluOon   EvoluOonary  approach  is   necessary   Team  Preferences  &   Maturity   Ceremonies,  Time-­‐Box   Desirable   Escape  “Tyranny  of  the  Time-­‐ Box,”  Lengthy  Planning   MeeOngs  
  16. 16. 16   What  If  You  Are  Kind  Of  In  The  Middle?   ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394     Scrum Kanban   Awareness  &   Precedent   Awareness,  Acceptance,  or   OrganizaOonal  Precedent     No  Experience  With  Agile,  or   Previous  NegaOve   Experience   Nature  of  the  Work   Best  for  Development  or   “Disciplined  O&M”   O&M  or  Development  plus   O&M   Stakeholder   Availability   Time-­‐Boxed  IteraOons   provide  Convenient  Planning   Horizon  for  Stakeholders   Stakeholders  cannot  commit   to  fixed  Ome-­‐frames,  or  can   engage  more  frequently   External  Dependencies   Effort  fairly  self-­‐contained,   Cross-­‐FuncOonal  team   Lots  of  dependencies  on   external  teams   Openness  to  Change   Need  or  Want  Clean  Break   from  past:  RevoluOon   EvoluOonary  approach  is   necessary   Team  Preferences  &   Maturity   Ceremonies,  Time-­‐Box   Desirable   Escape  “Tyranny  of  the  Time-­‐ Box,”  Lengthy  Planning   MeeOngs  
  17. 17. 17   Consider  Scrumban   ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394     Adopting Scrum To  facilitate  adopOon  of  Scrum,  starOng  from   wherever  you  are  right  now   Demand  Analysis,  Workflow  Analysis   Amplifying Scrum Help  idenOfy,  implement,  and  measure   improvements  for  an  exisOng  Scrum  team   WIP  limits,  Lead  Time  Metrics   Scaling Scrum To  facilitate  inter-­‐team  planning  and   communicaOon   Visualize  and  manage  dependencies  via  Kanban  boards,   PorColio  Kanban   Using the Kanban Method for…
  18. 18. 18   How Does Kanban Improve Scrum? Service Pack Month 2 Month 3 Month 4 Month 5 Month 6Month 1 Sprint 1 Product Backlog Sprint Backlog Release Backlog Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6 Sprint Backlog Sprint Backlog Sprint Backlog Sprint Backlog Sprint Backlog Sprint Planning System Testing Government Acceptance Testing Release Planning Retrospective Change Control Board 18   Change  Control   Board  MeeOng   ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394    
  19. 19. 19   Challenges  We  Encountered   Using  Scrum  For  Maintenance  Project   Release Month 2Month 1 Sprint  1   Product   Backlog     Sprint   Backlog   Release   Backlog     Sprint  2   Sprint   Backlog   Change  Control   Board  MeeOng   Influx  of   Expedited   Items   Expectation q  Too Many Work Items q  Recurring Need For Estimates q  Constant Interruptions Reality ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394    
  20. 20. 20   ? (Dark Matter) Why  Were  We  Always  So  Busy? Work  Item  Type   Class  Of  Service   Business  User  Story   Standard   Infrastructure  User  Story   Standard   Tier  III  EscalaOon   Expedited   ProducOon  Script   Fixed  Date   Hot  Fix   Expedited   Escaped  Defect   Expedited   DocumentaOon  Deliverable   Fixed  Date   DocumentaOon  Rework   Expedited   Technical  Chore   Intangible   Kanban gives us the analytical tools to understand these work items better and to see why they have been disrupting the smooth delivery of value ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394    
  21. 21. 21   Summary:  Choosing  A  Methodology   ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394     Pick Best-Fit For Situation q Learn Both Kanban and Scrum q Full-Time Coach q Up-Front Training “Agile Bootcamp” q Learning Kanban Makes You Better At Scrum
  22. 22. 22   4. Technical Debt 90%   10%   Greenfield 60%   40%   Legacy NegoOate  A  High  Percentage  of  Bandwidth   To  Be  Spent  Paying  Down  Technical  Debt   ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394    
  23. 23. 23   Focus  On  Test  AutomaOon   Version Control Automated Smoke & Verification Tests Compile Automated Unit Tests Packaging Automated Security Tests Automated Performance Tests Static Analysis Deployment End  Sprint   DEV   TEST   Begin  Sprint   q  Ideally  we  have  full  automated   test  coverage   q  We  can  potenOally  ship  at  the   end  of  any  sprint   ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394    
  24. 24. 24   But Set Aside Extra Time For Manual Testing Dev   Sprint   Dev   Sprint   Tech   Sprint   Dev   Sprint   Tech   Sprint   Release   Sprint   PROS •  Faster Technical Debt Reduction •  Faster Progress Towards Continuous Delivery •  Additional Testing •  Fewer Regressions CONS •  Reduced Business Value Delivery •  Additional Complexity •  Inconsistent Metrics ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394     For  our  project,  Technical  Sprints  were  the   “training  wheels”  we  needed  to  maintain   high  quality  in  the  absence  of  test   automaOon.    We  have  since  discarded  them.  
  25. 25. 25   Summary:  Dealing  With  Technical   Debt   ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394     Maintain High Levels Of Quality In Spite of Low Initial Automated Test Coverage q Achieve Agreement On Need For Infrastructure Investment q Allocate Additional Time Required For Manual Testing q Balance Cost of Delay with Cost of Failure q Testing / Hardening Sprints May Require Whole-Team Participation q Remove Barriers To Manual and Automated Testing
  26. 26. 26   5. Documentation ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394     Tradi4onal  Governance   Comprehensive  documentaOon  is  a  criOcal   component  of  so]ware  development   Agile   Working  so]ware  over  comprehensive   documentaOon  
  27. 27. 27   Recognize  That  DocumentaOon   Requirements  May  Be  Bursty     Sprint   TesOng     DocumentaOon   Procurement     Guidance   Release   Design  &  Technical    DocumentaOon   Sprint   Sprint  Sprint   Sprint   Sprint   TesOng     DocumentaOon   TesOng     DocumentaOon   TesOng     DocumentaOon   TesOng     DocumentaOon   Design  &  Technical    DocumentaOon   Design  &  Technical    DocumentaOon   Training   DocumentaOon   Training   DocumentaOon   Training   DocumentaOon   Training   DocumentaOon   Training   DocumentaOon   Training   DocumentaOon   Training   DocumentaOon   Training   DocumentaOon   Training   DocumentaOon   Design  &  Technical    DocumentaOon   Design  &  Technical    DocumentaOon   Design  &  Technical    DocumentaOon   Interface   DocumentaOon   ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394    
  28. 28. 28   Summary:  Dealing  with   DocumentaOon  Requirements   ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394     Maintain High Quality Documentation That Is Valuable q Improve Documentation Capabilities q Plan and Measure the Work q Reduce Amount of Documentation Required q Reduce Effort Required to Produce Documentation
  29. 29. 29   6. Sprint 0 ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394     1. People Staffing Reaches Critical Mass (~80%) 2. Hardware Every Team Member Has An Imaged PC 3. Software Source Code Manager Installed 4. Initial Product Backlog Small List of Business and Technical Items 5. Initial Kanban Board Simple Workflow, One Post-It Per Item
  30. 30. 30   Summary:  When  To  Start  IteraOng?   ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394     Don’t Wait: Start Iterating As Soon As Possible q Automated Build May Take Extra Time To Setup… q Automated Testing May Not Be Possible At First… q Last Few Staffing Slots May Take Time To Fill… q …But You Will Learn Quickly q Kanban Workflow Board Will Evolve Rapidly q Gather Baseline Metrics
  31. 31. 31   7. Lifecycle Management Tool ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394     Tes4ng  Tool   Defect  Tracking   Tool   Requirements   Tool   Traceability   Cross-­‐Reference   Agile  Tool   q  One  Tool  Specialist   q  Custom  ReporOng  Likely  To  Be   EssenOal  
  32. 32. 32   Use Manual Kanban Board ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394     q  Workflow  Evolves  Quickly   q  Excel  Can  Be  Used  For  Metrics   q  Immature  Agile  Tool  May  Be  Burden  
  33. 33. 33   Summary:  Tool  Chain  Support  For   Agile   ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394     Simplify Tool-Chain & Automate Prudently q Tool Consolidation May Be Beneficial q Automated Reports Preferable To Manual Reporting – But Watch Cost versus Benefit q Always Start With Manual Kanban Boards q Capture Metrics In Excel To Start With
  34. 34. 34   8. Roadmapping ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394     Sprint   Sprint   Sprint   Sprint   Sprint   Release  N   Sprint   Installer   Improvement   Automated     Builds   Feature  1   Sprint   Upgrade   .NET   Release  N+1   Sprint   Feature  2   Upgrade     DB  Libraries   Upgrade     GUI  Libraries     Business   Roadmap   Technical   Roadmap  
  35. 35. 35   Technical Improvements Address Risks ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394     Express  Technical  Items  In  Terms  of  The   Business  Risks  They  Mi4gate   Bad InvesOgate     ArOfactory     Binary  Repository   Migrate  To   EnOty  Framework   Rewrite  Error     Handling  Component   Improve  Config  Mgmt:     Eliminate  Unused  Third     Party  Libraries     ReOre  Obsolete  &     Unsupported     Database  Libraries   Replace  COM  Components     PrevenOng  NaOve  64-­‐Bit   OperaOon   Good
  36. 36. 36   Demonstrate Progress On Technical Items Via Reports ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394     Release   2015-­‐01  
  37. 37. 37   Summary:  Maintain  Both  Business  and   Technical  Roadmaps   ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394     Roadmaps Can Help Communicate The Big Picture q May Help Replace Gantt Charts and Earned Value Management q Avoid Overpromising q Start With Technical Spike To Determine Feasibility q Focus on Removing Technical Barriers First q Older Platforms & Libraries May Not Support Automation q Platform and Third Party Upgrades Require Significant Testing
  38. 38. 38   9. Automated Tests ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394     q WriOng  Automated  Tests  For  Legacy  ApplicaOons  Not   Designed  For  Testability  Is  Difficult   q We  Are  Asking  Our  Customer  To  Make  A  Large  Investment   In  AutomaOon  With  Delayed  Return  On  Investment   q We  Need  To  Maximize  Our  Efforts   ü  Create  Tests  That  Don’t  Break  When  We  Change  The  GUI   ü  Get  The  Whole  Team  Involved   ü  Focus  On  Business  Scenarios,  Not  Source  Code   ü  Create  Tests  That  Will  Survive  A  Component  Rewrite   ü  Create  Tests  That  Support  Traceability  To  Requirements   If only we could..
  39. 39. 39   BDD/ATDD To The Rescue ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394     Given…   When…   Then…   Behavior Driven Development Acceptance Test Driven Development Gherkin
  40. 40. 40   Feature  File   BDD  With  SpecFlow   1.  Write   Feature   Step  DefiniOons   2.  Generate   Template   ©  Copyright  Ariel  Partners  2015                                *sales@arielpartners.com    ((646)  467-­‐7394     Tester   Analyst   3.  Fill  In   Code   Developer  
  41. 41. 41   The  Agile  RTM   q  All system functions expressed as user stories q  All user stories have acceptance criteria q  Each criterion translated to an automated test using structured English (Gherkin) q  Customized report matches epics and user stories to automated acceptance tests q  Test fails unless software is implemented correctly Links  to  Theme   Record  in  TFS   Links  to  Epic   Record  in  TFS   Links  to  User   Story  in  TFS   Links  to  Feature   DocumentaOon   Generated  via  Pickles   ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394     41  
  42. 42. 42   Summary:  Focus  On  High-­‐Value   Automated  Tests   ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394     BDD/ATDD Tools Enable High-Value Tests q “Three Amigos” Work Together (Analyst, Tester, and Developer) q Tests Map Directly To Acceptance Test Criteria q Code Tags Provide Traceability To Features or User Stories q BDD/ATDD Tools Rapidly Maturing q More Robust, Lower Barrier To Entry Than GUI-Level Test Tools
  43. 43. 43   10. DevOps Automation ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394     Monitor   Smoke  Test   ConOnuous   IntegraOon   Build   Package   Source   Control   Develop   Report   Configure   Build   Scripts   Unit  Test   IntegraOon   Test   Other   Tests   Upload  To   Repo   Deploy   NoOfy   Collaborate   Dev ITE Smoke Tier III ST 1 ST 2 How To Achieve Vision of Full Automation? Track  
  44. 44. 44   Automate Each Piece of the Pipeline: One By One ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394     Manual Ad-Hoc Undocumented Analyzed Documented Baselined Initial Automation: Stand-Alone Script Improved Automation: Build Script adds Validation Pre-Conditions Post-Conditions Full “Lights Out” Automation: Reporting Diagnostics This  Step  is   EssenOal  
  45. 45. 45   Summary:  DevOps  AutomaOon   ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394     Establishing Continuous Integration & Continuous Delivery (CI/CD) q DevOps Tools Maturing Rapidly q Support Varies Widely By Platform (Linux/Unix, Windows, Mainframe) q Legacy Projects Typically Have Many Manual & Undocumented Processes (Folklore) q Significant Analysis & Problem Solving Skills Required q Many High-Value Candidates For Automation Are Non- Obvious q Avoid Paving the Cow Paths
  46. 46. 46   Summary   ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394     q Legacy Projects Can Realize Benefits By Adopting Agile Practices q Practices May Need To Be Modified q Consider Kanban or Scrumban q Staff Your Team Thoughtfully q Manage Stakeholder Expectations q Balance Cost of Delay with Cost of Failure q Adopt Systems Thinking Approach To Addressing Technical Debt q Reduce Complexity q There Is No Silver Bullet
  47. 47. 47   QuesOons?   ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394     We  are  available  for  consulOng  or  Agile  coaching   We  love  to  compare  notes  and  talk  shop!   Ariel  Partners   (646)  467-­‐7394   sales@arielpartners.com   www.arielpartners.com   @arielpartners     Thank  You!  

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