Software delivery @randstad
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This talk tells the story of software delivery as implemented at Randstad and the Randstad view on Continuous Delivery.
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Abstract
The methods used for conventional software development cannot be used directly for the development of web applications. Today
most of the companies use scrum methodology for the development of web applications. But it seem to be difficult to use the scrum
in large projects because of the change of requirement late in the project and also it is difficult apply scrum in a big team. This
paper identifies and analyses the various changes required in the scrum methodology to make them applicable for the large
projects and reduce the cost.
Keywords: software development model, hybrid model, scrum methodology, prototype models
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3) People, processes, tools, and organizational structures often differ between development and operations, exacerbating conflicts between the two.
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- DevOps emphasizes a collaborative culture, automation, shared goals and measurements, and continuous improvement to break down silos between teams.
- A feasible approach combines aspects of ITIL and DevOps, with collaborative relationships between planning, development, and operations at each stage from strategy to governance. This includes joint responsibility, communication, reduced bureaucracy, and feedback loops between teams.
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2. They implemented XP practices like offshore development for maintenance, intensive training, iterative development, test-first practices, continuous integration, and onsite customers.
3. This resulted in benefits like releasing their first new product within 3 months, 50% fewer defects, test cycles reduced from 2 months to zero, and delivering working software frequently which allowed for continuous feedback.
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1) The document discusses a hybrid approach to project management that combines elements of traditional waterfall and agile methodologies.
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3) The proposed hybrid approach uses initial planning phases inspired by waterfall, followed by iterative development with sprints like in agile. This allows for upfront planning while still enabling adaptation.
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This document provides an overview of the Software Development Life Cycle (SDLC) and different SDLC models, including Waterfall, Incremental, Agile, and Spiral models. It describes the key phases and characteristics of each model, and discusses their advantages and disadvantages. The Waterfall model is a simple linear sequential approach, while Incremental is divided into modules with each release adding functionality. Agile uses rapid iterative cycles for continuous delivery, and Spiral emphasizes risk analysis with repeated planning, risk analysis, engineering and evaluation phases. Understanding SDLC helps improve quality, productivity and reduces risks of going over budget or delivering late.
Hybrid model for software development
Abstract
The methods used for conventional software development cannot be used directly for the development of web applications. Today
most of the companies use scrum methodology for the development of web applications. But it seem to be difficult to use the scrum
in large projects because of the change of requirement late in the project and also it is difficult apply scrum in a big team. This
paper identifies and analyses the various changes required in the scrum methodology to make them applicable for the large
projects and reduce the cost.
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This document discusses Constant Contact's journey to implementing continuous delivery (CD) of software. It describes their process before CD, when they deployed code weekly through multiple environments. They discovered CD by researching how other teams implemented it. They set goals to have development teams deploy directly to production. A CD team was formed to govern the implementation. Their approach involved converting to a single branch model, hardening tests, and deploying to one environment initially. Over time, they refined their flow through automation, monitoring, and aligning their SDLC processes with CD practices. They continued evolving CD by integrating tools better and automating more of the process.
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The document describes the waterfall model of the software development life cycle (SDLC). It includes notations used in the model and the typical project phases and associated responsibilities. The phases are initiation, requirements, design, construction, testing, and implementation. Requirements are developed by the business analyst, design is done by designers, construction by the project lead, and testing involves system integration testing by QA and user acceptance testing by end users. Key documents and milestones are noted between each phase.
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1) Businesses require faster development speed while maintaining operational stability, but continuous development without proper implementation often leads to continuous failures.
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3) People, processes, tools, and organizational structures often differ between development and operations, exacerbating conflicts between the two.
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Common Sense Agile
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ITIL DevOps and PBR
The document discusses challenges with the traditional ITIL Plan-Build-Run model and how DevOps approaches can help address these. Specifically:
- Under the traditional model, there is a lack of collaboration between project and operations teams, leading to handovers just "telling" problems to the other team rather than collaborating.
- DevOps emphasizes a collaborative culture, automation, shared goals and measurements, and continuous improvement to break down silos between teams.
- A feasible approach combines aspects of ITIL and DevOps, with collaborative relationships between planning, development, and operations at each stage from strategy to governance. This includes joint responsibility, communication, reduced bureaucracy, and feedback loops between teams.
XPDay 04
1. A software development team at LogicaCMG adopted Extreme Programming (XP) practices to address issues with their mature product set such as high costs, complex configuration management, and lack of innovation due to long development cycles and QA testing.
2. They implemented XP practices like offshore development for maintenance, intensive training, iterative development, test-first practices, continuous integration, and onsite customers.
3. This resulted in benefits like releasing their first new product within 3 months, 50% fewer defects, test cycles reduced from 2 months to zero, and delivering working software frequently which allowed for continuous feedback.
Dell
The document outlines the responsibilities of the client for two different time periods working with two different companies, Tenet Healthcare and UBS, Singapore. For Tenet Healthcare from 2013-2014, responsibilities included incident trending, change reviews, problem management, and root cause analysis for service interruptions. For UBS, Singapore from 2010-2013, responsibilities included managing various Windows service delivery projects, coordinating data center migrations, providing technical support and advice, maintaining systems, and managing server builds and upgrades.
Arguments in favor of a progressive software rewrite
Arguments in favor of a progressive software rewrite .
It's a presentation about why software should be preserved and .
Written and adapted for Byoskill.
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Comparative study on agile software development
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G nex-ppt
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Arguments in favor of a progressive software rewrite
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Prashant Kumar_Feb2016
Prashant Kumar has over 10 years of experience in JDE, including 9 years of experience providing support for JDE ERP implementations. He has extensive expertise in JDE modules including Inventory, Sales, Transportation, and Procurement. He has led teams and taken on project lead roles for various large clients such as Tupperware, Lafarge, and KPIT.
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Software delivery @randstad
- 2. Agenda ● Randstad ● Why change was needed ● First steps ● Satisfied? ● Next steps
- 4. Randstad Groep Netherlands (2013) Revenue: 2.7 billion Units: 900 Employees: 4,310 Employed candidates: 80,800 (average per day)
- 5. Simplified application landscape Front/back office (PL/SQL / Forms) Planning (.NET) Service bus (Oracle OSB) Websites (Hippo / Java) B2B (Oracle SOA Suite) Mobile API (Java) IDMS (Novell Identity Manager) BI (Cognos)
- 6. Why change was needed Many errors during and right after releases Extremely late nights for release crew Long downtimes for users Slow time-to-market (8 weeks)
- 7. Causes One big complex release every 8 weeks for all applications Many manual release steps Differences in DTAP environments Many unknown dependencies between release steps
- 8. First steps 1. Improve release management 2. Improve delivery automation 3. Improve delivery visability
- 9. Release management Practice rollouts ● Rollout with release crew every 2 weeks on test environment ● Each release discussed with release crew afterwards, to come up with improvements Know each step and its dependencies ● Every step noted in a release runbook ● Runbook discussed with release crew before each release
- 10. Delivery automation Builds Code quality checks Deploys Tests Provisioning
- 11. Goal
- 12. Automation part 1: Provisioning
- 13. Automation part 2: Continuous Integration
- 14. Typical flow
- 15. Automation part 3: Testautomation
- 16. Deploy monitor
- 17. Great! Problems solved? One big complex release every 8 weeks for all applications Many manual release actions Differences in DTAP environments Many unknown dependencies between release steps
- 18. Satisfied? Many errors during and right after releases Extremely late nights for release crew Long downtimes for users Slow time-to-market (8 weeks)
- 20. Remember the Agile Manifesto
- 21. Already doing Continuous Delivery?
- 23. Focus on flow (pipeline)?
- 24. Focus on flow (pipeline)! DZone Research - 2014 guide to Continuous Delivery
- 25. Fresh start Plans in the making as we speak! Plans include: ● Re-evaluation of CI tooling (based on wishes of development and operational teams) ● Possibly migration to new CD platform ● Organizational changes (DevOps) No formal GO yet!
- 26. Mission Enabling the business to do a rollout at any given time, giving business control over rollouts.
- 27. Challenges Commitment ● Everybody is involved and important in the CD becoming successful ● No blaming, but taking responsibility and helping each other Mindset ● Code must always be in releasable state ● Focus on flow: remove bottlenecks Minimize dependencies ● Build-, deploy- and run-time dependencies ● Autonomous teams Zero downtime ● Introduce deployment strategies (blue-green, canary, feature toggles, ...)
- 29. Contact Question, suggestions or just bored? Please contact me: daan.horn@randstadgroep.nl
- 30. I’ll leave you with this... People will always be demanding better and faster, so keep improving quality and shortening release cycles!