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Agility, Business Value and the 11 Axis Of Software Quality
- 1. Agility, Business Value &
the 11 Axis of Software Quality
Schalk W. Cronjé
ysb33r@gmail.com
ACCU 2009
© Schalk W. Cronjé
- 2. Are you still agile?
Do you believe in quality?
Do you deliver business value?
ACCU 2009
© Schalk W. Cronjé
- 3. Agility, Business Value &
the 11 Axis of Software Quality
● Agility and institutional theory
● Views of quality
● Software quality factors
● Measuring for value
● The real world
ACCU 2009
© Schalk W. Cronjé
- 4. Human capital
● Knowledge
● The most important asset of any organisation
● Hated by bean counters
– Difficult to measure
● Requires non-linear, empirical management
ACCU 2009
© Schalk W. Cronjé
- 5. Institutions
● Sets of internalised rules Institution
supported by values
– Has tacit influence
– Rules will be contested
● Shape understanding of Organisations
social meaning + order
– Provides a framework for
performance
● Shapes of rights + duties People
– Political authority
– Economic opportunities
An organisation can become "institutionalised"
Institutions don't last forever
ACCU 2009
© Schalk W. Cronjé
- 6. Scott's Model
interpret
Societal Institutions innovate
invent, error
negotiate
diffuse,
impose
Organisational Fields
invent,
negotiate
diffuse,
impose
Organisations invent,
sanction negotiate
behaviour
diffuse,
impose
Actors
Limitations of cognitive / social rationality (groups/individuals)
Selective perception
ACCU 2009
© Schalk W. Cronjé
- 7. Agile Today
● Mature
● Well-known methodologies agile
today
● Embraced by many
– Even if only by lip service
● Misunderstood by many
● Too easy to tick the boxes
than to deliver value
● Tyranny of the urgent
– Discipline
ACCU 2009
© Schalk W. Cronjé
- 8. Time to Revisit Agile Values
We value people and interactions
above processes and tools
We value responding to change
over following a plan
ACCU 2009
© Schalk W. Cronjé
- 9. Business Value
● "Business Value" is executing / procuring /
producing that which is of "value to the
business"
● Responding to change can provide value
● Indirect actions at grass roots can provide
long-term business value
ACCU 2009
© Schalk W. Cronjé
- 10. Agility, Business Value &
the 11 Axis of Software Quality
● Agility and institutional theory
● Views of quality
● Software quality factors
● Measuring for value
● The real world
ACCU 2009
© Schalk W. Cronjé
- 11. Quality as an Institution
● Well known concept
● Contested nature
● Has a tacit influence
● Embodied in many organisations
● Cannot be directly measured
● Improving quality can have side-effects
ACCU 2009
© Schalk W. Cronjé
- 12. Product / Service Quality Features
(Kano model)
● Primary
– Basic features
● Secondary
– Distinguishing performance features
● Tertiary
– Excitement features
– Discovered after purchase
– Predisposes to repeat purchase
Quality scope == Fitness of Use
ACCU 2009
© Schalk W. Cronjé
- 13. Cost of Quality
● Appraisal costs
– Discovering condition of hardware & 3rd-party
software components
● Internal failure costs
– Defects found before shipment
● External failure costs
– Defects found after shipment
● Prevention costs
– Costs for preventing all of the above
ACCU 2009
© Schalk W. Cronjé
- 14. Agility, Business Value &
the 11 Axis of Software Quality
● Agility and institutional theory
● Views of quality
● Software quality factors
● Measuring for value
● The real world
ACCU 2009
© Schalk W. Cronjé
- 15. Relative easy to The one always
quantify remembered
Correctness
To what extent does the
system satisfy requirements
and meet objectives?
ACCU 2009
© Schalk W. Cronjé
- 16. Know your Directly related
boundaries to fitness of
use
Reliability
Measures of stability and
precision
ACCU 2009
© Schalk W. Cronjé
- 17. Builds
Difficult to
perception
measure
Usability
Effort to learn and use the
application / API
ACCU 2009
© Schalk W. Cronjé
- 18. Major long-term
Affects process
costs
throughput
Maintainability
Effort required to find, fix and
test defects or update running
systems
ACCU 2009
© Schalk W. Cronjé
- 19. Requires vision Separation of
concerns
Portability
Effort to adapt to another
HW /OS / SW environment
ACCU 2009
© Schalk W. Cronjé
- 20. Know your Directly related
boundaries to fitness of
use
Efficiency
Resource usage
ACCU 2009
© Schalk W. Cronjé
- 21. Time and cost
contributor Design it in
Testability
How easy is it to test the
system?
ACCU 2009
© Schalk W. Cronjé
- 22. Are you
responsive to ... know your
change? but... boundaries
Flexibility
Effort to modify / adapt to
different consumers
ACCU 2009
© Schalk W. Cronjé
- 23. Cost of
Design in,
violation can be
rather than
high
afterthought
Integrity
Access control
ACCU 2009
© Schalk W. Cronjé
- 24. APIs / SOA Reducing cost
of others
Reusability
Repackaging within other
applications
ACCU 2009
© Schalk W. Cronjé
- 25. Use of Cost for others
standards to connect to
your systems
Interoperability
Effort required to connect
systems together
ACCU 2009
© Schalk W. Cronjé
- 26. 11 Axis of Software Quality
Correctness
Reliability
Flexibility
Reusability
Portability
Efficiency Maintainability
Integrity
Interoperability
Usability
Testability
ACCU 2009
© Schalk W. Cronjé
- 27. Agility, Business Value &
the 11 Axis of Software Quality
● Agility and institutional theory
● Views of quality
● Software quality factors
● Measuring for value
● The real world
ACCU 2009
© Schalk W. Cronjé
- 28. Agility, Business Value & Quality
● Quality contributes to business value
● The team is in the best position to judge
software quality
● Quality is a tacit process
– Need ways to frame quality
It's business value Jim, but not as you know it
ACCU 2009
© Schalk W. Cronjé
- 29. "Value delivery advocates measuring value
using quantified business objectives in
alignment"
Ryan Shriver, Overload 89, Feb 2009
ACCU 2009
© Schalk W. Cronjé
- 31. Measuring for Value
● Metrics are nothing, measuring is everything
● Start small
● Think strategically
● Apply Pareto's law
● Use checks and balances
● Avoid too many metrics
● Know when to change reason to measure
– evaluation → advocacy
● Know when to no longer measure
ACCU 2009
© Schalk W. Cronjé
- 32. Example: Clean Build Failures
● Measures of daily clean-room failures
– Tracked over quarter
– Daily visibility
● Very simple measure - small heartbeat
● "Getting in the groove" metric
– Subtle team introduction to measurements
– Team can relate to objective
ACCU 2009
© Schalk W. Cronjé
- 33. Example: Code-coverage
● Code coverage measures amount of code
exercised during a test run.
● Code coverage does not:
– validate usefulness of tests
– directly address any of the software quality factors
● Why measure it?
– Implies underlying automated tests
– Change in coverage implies change in quality
ACCU 2009
© Schalk W. Cronjé
- 34. Example: Outage Time
● Measure the time production systems are off-
line
● Uses Nagios statistics
● Addresses reliability
ACCU 2009
© Schalk W. Cronjé
- 35. Metrics vs Business Value
● Do these metrics contribute to business
value?
– Clean-room failures
– Code coverage
– Outage time
ACCU 2009
© Schalk W. Cronjé
- 36. How do you measure up?
Correctness
Reliability
Flexibility
Reusability
Portability
Efficiency Maintainability
Integrity
Interoperability
Usability
Testability
ACCU 2009
© Schalk W. Cronjé
- 37. Agility, Business Value &
the 11 Axis of Software Quality
● Agility and institutional theory
● Views of quality
● Software quality factors
● Measuring for value
● The real world
ACCU 2009
© Schalk W. Cronjé
- 38. "Excellent system qualities are a
continuous management and engineering
challenge, with no perfect solutions"
Tom Gilb, Overload 85, June 2008
ACCU 2009
© Schalk W. Cronjé
- 39. Institutional Sustainability
● Continual maintenance
● Human capital development
● Mutual trust building
– Historical perceptions
● Requires learning
– Environment that "learns to learn"
● Humans create quality not technology
● Tied to continuous improvement
ACCU 2009
© Schalk W. Cronjé
- 40. End note
If change does not make sense,
it will not happen.
ACCU 2009
© Schalk W. Cronjé