Evolving the Enterprise Software Configuration Management Model

Transcription

1 Evolving the Enterprise Software Configuration Management Model Successfully implementing DoD CM processes and requirements in an Agile/Xtreme programming development environment Jimmy Dyer/Stacy J. Speer April 7, 2013 Copyright 2013 Raytheon Company. All rights reserved. Customer Success Is Our Mission is a registered trademark of Raytheon Company.

2 Overview Many facets of missile design include some form of software development, each with unique development needs for architecture, design, control and deployment The Engineering Product Support Directorate (EPSD) has worked to implement processes and tools to support Agile development and continual integration efforts for embedded software, firmware, test equipment and the simulations organizations This presentation will provide a high-level overview of what was required in order for software configuration management (SWCM) to support Agile development and continual integration at RMS Agile/scalable/common SWCM process and tools 2

3 Raytheon Missile Systems Who We Are 2012 sales: 5.2 billion 11,600 employees Headquartered in Tucson, Ariz. Locations: Arizona, Alabama, Arkansas, California, Kentucky, Oklahoma and New Mexico RMS designs, develops and produces missile systems for critical requirements, including air-to-air, strike, surface navy air defense, land combat, guided projectiles, exoatmospheric kill vehicles, missile defense and directed energy weapons 3

4 The Challenge Agile improves the waterfall process with frequent quality checks, iterative development and better speed/quality to cost ratios +1 Speed 0 Enhanced Delivery Time +1 Intermittent Quality Checks Extended Failure Recovery Agile Project Results Waterfall Project Results Iterative Development Improves Quality -1 0 Post-Completion Quality Check Missing Market Opportunities Cost Quality Decreases with Speed -1 Missing Market Opportunities Adapting software configuration management in a changing software environment 5

5 Typical SW Development Model Waterfall method Disciplined approach to software development Each phase must be complete before moving to the next Requirements Design Structured Implementation Rigid Cannot test a product until the end Verification Progresses linearly through phases Maintenance Development teams using the typical waterfall development cycle spend considerable time and effort defining (more accurately attempting to define) requirements upfront 6

6 Agile Software Development Agile methods break tasks into small increments with minimal planning Each iteration involves a cross-functional team working in all functions: planning, requirements analysis, design, coding, unit testing and acceptance testing At the end of the iteration a working product is Review demonstrated to stakeholders 1. Determine Objectives Minimizes overall risk and allows the project to adapt to changes quickly Requirements Plan Concept of Operation 4. Plan the Next Iteration Development Plan Test Plan Release Cumulative Costs Verification and Validation Verification and Validation Implementation One single goal: Deliver high-quality software to customers faster and more efficiently Progress Operational Prototype 1 Prototype 2 Prototype Test 2. Identify and Resolved Risks Drafts Code Integration Detailed Design 3. Development and Test 7

7 A Little More About Agile/Scrum Selection: Sprint Planning I Product Owner Vision Product Backlog Discovery: Sprint Retrospective What worked What did not work Decomposition: Sprint Planning II Sprint Backlog Creation Decompose the product backlog Review Task updates Progress Roadblocks Daily Scrum Demonstration: Sprint Review Demonstrate the work that is done Collaboration Scrum is an agile framework for completing complex projects 8

8 Configuration Management Advantages for Software Designers What does this mean for traditional SWCM?

9 Balancing In a Waterfall model Conduct software configuration control board (SCCB) once a week Build only major releases Structure and orderly Phases and defects are easy to track Major events and milestones are agreed by the customer and an event (PDR, CDR, etc.) In a Scrum/Agile model Work is decided at Scrum planning meeting Small chunk of the backlog Complete the sprint in 2 4 weeks Conduct daily stand-ups to assess how things are going Along the way, the Scrum master keeps the team focused on its goal Assess and reflect Start all over again Focus is on people and creating a product not process 10

10 Adapting SWCM Tools Adapting to Agile without compromising product integrity and/or quality Integrate/utilize new and existing IBM Rational change for supporting the change management process (core) IBM Rational synergy for supporting the software configuration management process (core) IBM Rational Team Concert (RTC) for supporting the Agile development process and the collaboration among team members IBM Rational Team Concert Version Control: IBM Rational Synergy Change Management: IBM Rational Change 11

11 SWCM Tool Use/Integration IBM Rational Team Concert (RTC) Sprint Planning 12

12 SWCM Tool Use/Integration (cont.) IBM rational CM synergy/ibm RTC bridge integration 13

13 SWCM Tool Use/Integration (cont.) IBM rational CM synergy/ibm RTC bridge integration 14

14 Automation and Continual Integration Automation and continual integration are an integral part of Agile development Before Continual Integration 3 hr Done at developer discretion 43 hr (43 person-hr) 40 hr Manual testing covered less than 2 percent of current automated test capability SWCM Build Unit Test AT/FQT Test Analysis Test Report Build request Reconfigure Conflict detect Baseline VDD/drawing After Continual Integration (Suite of 60 tests) 1.5 hr (0.5 person-hr) Again, we must ensure that product integrity and/or quality is not compromised with the implementation of Agile development and/or continual integration process/practices 15

15 Where does SWCM fit in Agile/SCRUM Sprint planning disposition SCRs for sprint and product backlog Daily scrum participation, become key member(s) of the team Tool support administer and manage SWCM and Agile development tool suite used by teams Automation/continual integration support automation and continual integration efforts (provide SWCM and Agile tool knowledge/expertise often enabling automation to occur) Build/release management build and release all products for formal testing and/or release outside of the program area (this includes internal customer deliveries) 16

16 Conclusion Inserting SWCM into Agile/Scrum solutions can be Implemented and successful Takes best practices and apply to multiple software work products Engage stakeholders and partners for successful solutions Standardize for commonality between programs Establish the standard process minimal customization Automate, automate, automate Automation improves cycle time and productivity Reduces risk of human error 17

17 Questions?