Software Center Accelerating Adoption of Best Practices

Size: px

Start display at page:

Download "Software Center Accelerating Adoption of Best Practices"

Jocelin Wiggins
8 years ago
Views:

1 Software Center Accelerating Adoption of Best Practices Jan Bosch Professor of Software Engineering Chalmers University of Technology Gothenburg, Sweden. May 2014

2 This will be a great meeting if You are informed of/updated on the research ongoing in the Software Center You learn about the experiences of software center companies Together we can strengthen the network in the Skåne region and explore opportunities for collaboration

3 If you are not moving at the speed of the marketplace you re already dead you just haven t stopped breathing yet Jack Welch

4 Nordic industry DOES have a software soul Nordic industry = software industry More than 80% of R&D is related to software according to Ericsson The world s 5th largest software company 70% of all innovation is related to software according to AB Volvo Software unites Nordic industry Similar opportunities and challenges, independent of end products Nordics has been among the world leaders in development of software intensive systems for the last 30 years Has all the prerequisites to continue be a world leader...

5 10x every ~7 years

6 Disruption Happens Jim Collins (Built to last): Companies last, on average, 30 years on the Fortune 500 list. And that time period is decreasing Nearly 2000 companies have appeared on the Fortune 500 list and most are gone from it Main cause: Companies fail to innovate and to build new core capabilities Software Center works with Nordic software-intensive systems companies to establish software engineering as a critical core capability where best practices are changing rapidly

7 Trends in Software Increasing SPEED trumps ANY other improvement R&D can provide to the company the goal is continuous deployment of new functionality Software engineering is at an inflection point from slow, planned based cycles to continuous deployment Organizations need to become intentional and proactive about change and Software Center provides a context to accelerate change

8 Software Center 10 X productivity in 10 years for the Swedish (Nordic) Industry

9 Software Chalmers Mission: Improve the software engineering capability of the Nordic Software-Intensive Industry with an order of magnitude Theme: Fast, continuous deployment of customer value Dual success metrics Academic excellence Tangible industrial impact

10 A New Collaboration Model Software Center aims to develop a strategic partnership with partner companies to significantly accelerate their adoption of novel approaches to software engineering Research is performed in 6-month sprints Long term goal; short term value System-level, holistic perspective, including business, architecture, ways of working and organizational aspects

11 Software Center Regions Goal: Improve the software engineering capability of the Nordic Software-Intensive Industry with an order of magnitude Observation: Exchange between companies as important as engagement in research projects Concern: Gothenburg as a center puts unreasonable travel demands on remote partners Solution: Establish clusters of companies and universities in regions in Sweden

12 Stairway to Heaven product management R&D verification & validation customer

13 Stairway to Heaven 15% waste 10% waste 20% waste 30% waste 25% waste Rough estimation of waste and benefits

14 Financial Impact Potential Ericsson R&D budget July 2011 June 2012: 4,864 M$ Software R&D (80%): 3891 M$ Value of removing 5% waste: 195 M$ (1280 MSEK) AB Volvo Revenue 2011: 310 BSEK R&D budget 2011 (est. 5%): 16 BSEK Software R&D (15%): 2.4 BSEK Value of removing 5% waste: 120 MSEK

15 Advantages for Industry More consistent, integrated focus on your key change initiatives Holistic approach including technical, organizational and business aspects Value every 6 months Opportunity to steer projects frequently

16 Advantages for Research Software engineering increasingly empirical in nature Danger: only study current state as there is no data concerning new approaches Close partnership with industry allows research to implement and study new approaches empirically

17 Four Themes 1. Continuous Integration (4 projects) 2. Continuous Architecture (3 projects) 3. Development metrics (4 projects) 4. Customer Data and Ecosystem Driven Engineering (4 projects)

18 4 Themes; 15 Projects Continuous Integration #1 Continuous Integration Agneta, Christian, Jan #6 Build and Integration Flows Daniel, Jan (associated) #8 Visual GUI testing Emil, Robert, Helena (associated) #10 Assurance as a Service - Patrizio

19 4 Themes; 15 Projects Continuous Architecture #2 Agile Architecture Conformance Antonio, Michel, Jan #4 Model Driven Engineering Rogardt, Håkan (associated) #7 End-to-end Variability Management Ulrik, Rogardt, Richard

20 4 Themes; 15 Projects Development Metrics #3 Organizational Performance Metrics Vard, Miroslaw, Eric #13 Darko, Miroslaw (associated) #14 Verification of Software in Safety-Critical EEsystems Rakesh, Miroslaw (associated) #15 Longitudinal Measurement of Agility and Group Development Lucas (associated)

21 4 Themes; 15 Projects Customer data- and ecosystem-driven development #5 Fast Customer Feedback in Large-Scale SE PhD student, Helena, Jan #9 Strategic Ecosystem- Driven R&D Management Helena, Jan #11 Ecosystemability Analysis Method Imed, Eric #12 Scaling agile development in mechatronics organizations Ulrik, NN

22 Assessment

23 CI Visualization Customer Release F Q L E F Q L E F Q L E Full Product F Q L E F Q L E F Q L E F Q L E Partial Product Subsystem F Q L E Component F Q L E Once /release Month Week Day Hour Immediate/ Minutes

24 Visual GUI Testing Emil Alégroth and Robert Feldt Test step Input Expecte d output 1 Click on button x Button x change s color 2 Click on button y Button y change s color.. N Click on button z Button z change s color Transition costly and tedious manual test-scenarios using image recognition and scripts to emulate end-user behavior for automated System and Acceptance testing.

25 Agile Architecting BL P steers Feature Teams defines Governance Teams defines Runway Teams BL R FT 1 d d t... a GT 1 A P... A A a... steers d d t RT FT m d d t a GT k A P... A A a... d d t RT n BL P product backlog BL R runway backlog FT feature team RT runway team GT governance team d designer t tester P product manager A*... A* steers a team architect A governance architect A* chief architect Both FT s and RT s are cross functional teams, but driven by different backlogs

26 Organizational Performance Metrics Matrix Plot of number of fu; V (G); Max VG funct; NR; ND;... number of functions ,0 2,5 5, V (G) cluster Max VG function NR ,0 ND 2,5 0,0 400 dvg of file max dvg function Expanding the scope from heatmaps to Assessing organization s capability to work with longterm complexity and size evolution More measures like # designers, development speed Predicting change waves Complexity Complexity ranges and change patterns GA CP1 CP2 CP3 CP4

27 Post-Deployment Data Use New feature development Feature improvement Feature usage Diagnostic data Product understanding Troubleshooting Support/bug fix Operational data

28 Software Center Your Product Software Your Sustainable Competitive Advantage

So#ware Center Accelera/ng Best Prac/ces to So#ware Engineering

So#ware Center Accelera/ng Best Prac/ces to So#ware Engineering Jan Bosch Director So#ware Center www.so#ware- center.se Professor of So#ware Engineering Chalmers University of Technology Gothenburg, Sweden.