Opening Event Devops and Engineering Best Practices. 25th November UPTEC

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1 Opening Event Devops and Engineering Best Practices 25th November UPTEC

2 Opening Event Devops and Engineering Best Practices Development of Industrial Computer Vision Systems in the context of CMMI Maturity Level 2 Fernando Campos

3 AGENDA Organization Clients Awards Context Critical success factors Journey towards CMMI DEV Maturity Level 2 Conclusions / Lessons Learnt Future Challenges in Best Practices

4 Organization ENERMETER is a technological based company working in the development of innovative solutions on METERING and COMPUTER VISION Started in Based in Braga, north of Portugal. It offers highly trained professionals with large experience, aiming to answer any challenge. Total number of employees: 26 (PhD/MSc/BSc, multidisciplinary group) Turnover 2014 METERING: 7.5 M COMPUTER VISION: 1.6 M

5 Organization COMPUTER VISION DEPARTMENT Industrial Imaging Medical Imaging Academic skills ENERMETER s automatic inspection systems put together hardware and software (developed by ENERMETER team) based on the state-of-the-art artificial vision technology. These automatic inspection systems, designed specifically for each customer, can be implemented in any production line point, saving time and space on the customer side. ENERMETER creates and develops systems based on image processing and analysis techniques that can be used in medical imaging. CVA aims to promote sustainable growth of the computer vision area, creating a solid bridge between the academy and the enterprises.

6 ENERMETER Clients As a result of ENERMETER s work, capacity and innovative character, the company has increasingly assumed itself as a global leader in the development of innovative solutions in metering and computer vision.

7 ENERMETER awards NP EN ISO 9001: /CEP.4057 Certified in 2012 (expired in 10/2015) PME Excelência 2014 Appraised since June 2015

8 Context Industrial Computer Vision Systems: Overview

9 Context Industrial Computer Vision Systems: Examples

10 Critical success factors Mindset of employees Management commitment Developing according to client specification Time, scope and costs of project development under control Delivering systems without unconformities

11 Before ITMark and CMMI Initial

12 Before ITMark and CMMI Processes

13 Before ITMark and CMMI Increasing number of projects Development team growing Project management inconsistent Usage of management tools user dependant Mindset change needed

14 ENERMETER decided to go for ITMark ITMark Initial Business Management

15 Implementation of ITMark Creation of a life cycle methodology for project development

16 Implementation of ITMark File, images and database servers Project template on server

17 Implementation of ITMark Redmine - web-based project management and issue tracking tool, customized to our processes Creation of project templates All development projects share the same structure

18 Implementation of ITMark GIT - distributed version control system for software development

19 Implementation of ITMark Integration Redmine-Git Task ID Commits associated with this task

20 Implementation of ITMark Security Management Improved Business Management

22 Before CMMI Need to include supplier management into the processes Need to improve project monitoring Create metrics and analysis tools Team motivation maintenance Some tools/processes developed for ITMark seem to be very time consumers Better integration of Computer Vision processes from ITMark with ISO 9001 certification

23 ENERMETER decided to go for CMMI/DEV ML2 ITMark CMMI DEV ML 2 Initial Business Management

24 Implementation of CMMI/DEV ML2 Tuning of existing life cycle methodology Simplify processes Unify documents Improve relationship between processes Better integration with ISO 9001:2008

25 Implementation of CMMI/DEV ML2 Fine tuning of project template on server

26 Implementation of CMMI/DEV ML2 Redmine v2- upgrade to newer version further customization by intensive usage of plugins Creation of new types of tasks Change/Improvement of task workflow

27 Implementation of CMMI/DEV ML2 Redmine v2 automatic version control with document approval workflow Documents version Approval workflow status

28 Implementation of CMMI/DEV ML2 Redmine v2 replace of several documents by wiki pages

29 Implementation of CMMI/DEV ML2 Wiki: Project plan

30 Implementation of CMMI/DEV ML2 Wiki: Meetings record

31 Implementation of CMMI/DEV ML2 Redmine v2 management of spent time vs planned time

33 Conclusions / Lessons Learnt Greater reliability when it comes to meet schedules and budgets that were initially agreed with the customer This predictability is due to the rigor that the CMMI demands on the measurement of processes, a fact that leads to obtaining a realistic and reliable historical basis for these purposes The management of activities related to software production is more efficient Aimed to processes and continuous improvement

34 Conclusions / Lessons Learnt Customer satisfaction increased Simplification of some tasks Team happy, more committed Project management more efficient: more quality on project development more quantity of developed projects CMMI is a recognized brand by customers Company can go further to higher Maturity Levels The increase of the company s international dimension is the representation of the quality journey travelled so far. Costumers in Portugal; Spain, Germany, Malaysia, China, USA.

35 Future Challenges in Best Practices Automatic testing and continuous integration Advantages Can improve software quality Can reduce build time Testing is more consistent Difficulties Objects to be inspected sometimes don t exist till the end of the development The production line is being developed at the same time All or part of the requirements can only be tested on customer site because of the production line

36 Thank you 25th November UPTEC

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