Agile, TSP SM, CMMI pick one, pick two, pick all three!

Transcription

1 1 Agile, TSP SM, CMMI pick one, pick two, pick all three! Daniel M. Roy Cape Town SPIN 20 February, 2008 PSP, TSP, Personal Software Process and Team Software Process are service marks of CMU CMM is and Capability Maturity Model are registered in the U.S. patent and trademark office

2 Agenda 2 When I was doing real work What s an agile method Agile and CMMI PSP/TSP SM : the agile CMMI The experience factory PSP/TSP SM results in practice Synergy PSP/TSP SM /CMMI

3 What s agile? 3 A super-class, featuring sets of: Methods and methodologies Iterative life cycle models Programming practices Software development philosophies This super-class is called Agile software development The underlying principles behind agile developement are listed in The manifesto

4 Scrum 4

5 Scrum and CMMI-Dev 5 Level Focus Process Areas 5 Optimizing 4 Quantitat. Managed 3 Defined Continuous process improvement Quantitative management Organization engineering process standardization Organizational Innovation and Deployment Causal Analysis and Resolution Organizational Process Performance Quantitative Project Management Requirements Development Technical Solution Verification Validation Organization Process Focus Organization Process Definition Organizational Training Integrated Project Management Risk management Decision Analysis and Resolution Product Integration 2 Managed Basic Project management Requirements management Project Planning Project Monitoring and Control Supplier Agreement Management Measurement and Analysis Process and Product Quality Assurance Configuration Management

6 Scrum and I18N 6 Senior management Co Ab NC Objective verification Ve DI Establish/maintain organization policy Track NCs to closure Verifying implementation PPQA team Commitment to perform Monitor actual performance Allocate adequate resources Assign roles & responsibilities Appropriate training Directing implementation Establish/maintain plan to perform process Ability to perform Involve relevant stakeholders Engineering team Management Manage integrity of work products

7 Is CMMI the agile nemesis? 7 "Optimizing processes that are agile and innovative depends on the participation of an empowered workforce aligned with the business values and objectives of the organization." CMMI Dev. V1.2 August 2006 GG5 in Generic goals and practices

8 Building High-Performance Teams The TSP strategy is to improve performance from the bottom up. This strategy starts with PSP training. Team Member Skills Team Management Team Building Team communication Team coordination Project tracking Risk analysis Goal setting Role assignment Tailored team process Detailed and balanced plans Process discipline Performance measures Estimating and planning skills Quality management skills PSP TSP 2006 by Carnegie Mellon University March 2006 Executive Strategy Seminar - Module 3-8

9 The PSP Course Team Software Process Teambuilding Risk management Project planning and tracking PSP2 Code reviews Design reviews PSP2.1 Design templates Introduces quality management and design PSP1 Size estimating Test report PSP1.1 Task planning Schedule planning Introduces estimating and planning PSP0 Current process Basic measures PSP0.1 Coding standard Process improvement proposal Size measurement Introduces process discipline and measurement 2006 by Carnegie Mellon University March 2006 Executive Strategy Seminar - Module 3-9

10 PSP Estimating Accuracy Majority are underestimating PSP 0 Balance of over- and underestimates 0-200% % 0% 100% 20 PSP 1 Much tighter balance around zero 0-200% -100% 0% 100% PSP % -100% 0% 100% 2006 by Carnegie Mellon University March 2006 Executive Strategy Seminar - Module 3-10 Effort Estimation Accuracy

11 PSP Quality Results Defects Per KLOC Removed in Compile and Test Mean Number of Defects Per KLOC PSP0 PSP1 PSP2 Mean Compile + Test PSP Level Mean Comp + Test 298 developers Program Number 2006 by Carnegie Mellon University March 2006 Executive Strategy Seminar - Module 3-11

12 Building Self-directed Teams Self-directed teams must be built. This requires a teambuilding process. Team Member Skills Team Management Team Building Team communication Team coordination Project tracking Risk analysis Goal setting Role assignment Tailored team process Detailed and balanced plans Process discipline Performance measures Estimating & planning skills Quality management skills PSP TSP 2006 by Carnegie Mellon University March 2006 Executive Strategy Seminar - Module 3-12

13 TSP launch process 13 Day 1 Day 2 Day 3 Day 4 1. Establish product and business goals 4. Build topdown and next-phase plans 7. Conduct risk assessment 9. Hold management review 2. Assign roles and define team goals 5. Develop the quality plan 8. Prepare management briefing and launch report Launch postmortem 3. Produce development strategy and process 6. Build bottomup and consolidated plans

14 Managing Self-directed Teams Self-directed teams must be built. This requires a teambuilding process. Team Member Skills Team Management Team Building Team communication Team coordination Project tracking Risk analysis Goal setting Role assignment Tailored team process Detailed and balanced plans Process discipline Performance measures Estimating & planning skills Quality management skills PSP TSP 2006 by Carnegie Mellon University March 2006 Executive Strategy Seminar - Module 3-14

15 15 The experience factory Project organization Set goals Choose process Plan Execute plan Collect data Environment, project characteristics Processes, models tools, components Data, lessons learned Project/risk analysis Experience factory Tailoring Experience base Packaging From The experimental paradigm in software eng., Rombach, Basili, Selby, Springer-Verlag, 1994 Copyright 1997 STPP (Software Technology, Process & People)

16 PSP/TSP: Agile Exp. Fact. 16 P/TSP project Set goals Study process Plan Exercise/project characteristics Process, model tools, components P/TSP experience Improvement P/TSP elements data & reports Execute plan Collect data Data, lessons learned Immediate corrective action Post Mortem

17 TSP and Scrum Principles 17 TSP projects are team-directed. Team members plan their work regularly track and report their performance own their own processes are all involved in the planning and decision making have defined and explicit roles

18 Tracking the TSP project 18 TSP Week Summary - Form WEEK Name Consolidated Team Plan Date 2/7/2000 Team Status for Week Security System Upgrade 5 Cycle Week Date 1/31/2000 Plan/ Weekly Data Plan Actual Actual Project hours for this week Project hours this cycle to date Earned value for this week Earned value this cycle to date To-date hours for tasks completed Plan Actual Earned Planned Plan Hrs./ Assembly Phase Tasks Completed Resource Hours Hours Value Week Actual Hrs. SYSTEM REQ Write SRS general sections tmc SYSTEM REQ Weekly requirements analysis meeting 5 tma SYSTEM REQ Weekly requirements analysis meeting 5 tmb SYSTEM REQ Weekly requirements analysis meeting 5 tmc SYSTEM REQ Weekly requirements analysis meeting 5 tmd TASKS DUE THROUGH WEEK 7 SYSTEM REQ Review SRS general sections tmc SYSTEM STP Complete Validation Test Plan tmd From the SEI class Managing TSP teams (Module 15)

19 PSP/TSP Results 19 Average Effort Deviation - Range Average Schedule Deviation - Range 120% 160% 100% 80% 60% 140% 120% 100% 80% 40% 60% 20% 0% 40% 20% 0% -20% -20% Pre TSP/PSP With TSP/PSP Pre TSP/PSP With TSP/PSP N. Davis, J. Mullaney The Team Software Process in Practice: A Summary of Recent Results Sept Defects/KLOC in Acceptance Test - Range Post-Release Defects/KLOC - Range Pre TSP/PSP With TSP/PSP Pre TSP/PSP With TSP/PSP

20 Improving Task Hours Average task hours per developer per week were improved from 9.6 hours to 15.1 hours through quiet time, process documentation, more efficient meetings, etc. 18 Average Task Hours Per W eek +57% /20/ /27/ /04/ /11/ /18/ /25/ /01/ /08/ /15/ /22/ /29/ /06/ /13/ /20/ /27/ /03/ /10/ /17/ /24/ /31/ /07/ /14/ /21/ /28/ /05/ /12/ /19/ /26/ /02/ /09/ /16/ /23/ /30/ /07/ /14/ /21/ /28/ /04/ /11/ /18/ /25/1999 Task Hours Av g. Task Hours - W eek Av g. Task Hours - Phase 02/01/ /08/ /15/ /22/ /01/ /08/ /15/ /22/ /29/ /05/ /12/ /19/ /26/ /03/ /10/ /17/ /24/ /31/ /07/ /14/ /21/ /28/1999 Source: Allied Signal 2006 by Carnegie Mellon University March 2006 Executive Strategy Seminar - Module 5-20

21 Agile CMM vs. Agile 21 Similarities Differences Self directed teams Well defined roles Working sw and biz value Incremental development Manager as coach Quick reaction/incremental Reviews/inspections Meaningful meetings People interaction Continuous self improvement Copyright 2004 STPP, Inc. (Software Technology, Process & People) True blue agile quite a bit more: collegial code driven project centered test focused time boxed And quite a bit less worried about detailed process documentation early phases planning/tracking product doc. (except code) detailed data (but there is some) CMM stuff!!!

22 PSP/TSP-CMM synergy 22 CMM - Builds organizational capability TSP - Builds quality products on cost and schedule PSP - Builds individual skill and discipline

23 To probe further Cockburn, Alistair Agile Software Development Boston, MA:Addison-Wesley, Highsmith, Jim Adaptive Software Development: A Collaborative Approach to Managing Complex Systems, Dorset House, Beck, K. Extreme Programming Explained: Embrace Change. Boston: Addison-Wesley, 2000.

24 To probe further-2 24 David Kane, Steve Ornburn Agile Development: Weed or Wildflower? Crosstalk October Barry Boehm, Richard Turner PSP/TSP vs. XP. Oct. 24, Great on-line paper. Read it at: 7B156D4D3C-6DA4-4E A341EB7DB2%7D/content/index.asp

25 To probe further Mark C. Paulk Extreme Programming from a CMM Perspective. IEEE Software Nov/Dec Mark C. Paulk Agile Methodologies and Process Discipline Crosstalk October Donald J. Reifer XP and the CMM. IEEE software May/June 2003.

26 To probe further Noopur Davis, Jim McHale Relating the Team Software ProcessSM (TSPSM) to the Capability Maturity Model for Software (SW-CMM) CMU/SEI-2002-TR-008, June Noopur Davis, Julia Mullaney The Team Software ProcessSM (TSPSM) in Practice: A Summary of Recent Results Sept

27 To probe further-5 27 Stretching Agile to fit CMMI Level 3, David J. Anderson, 005_Paper_DJA_v1_5.pdf Extreme Programming Explained: Embrace Change (2nd Edition), Ken Beck, ISBN Balancing Agility and Discipline A Guide for the Perplexed, Barry Boehm and Richard Turner, Addison Wesley CMMI Guidelines for Process Integration and Product Improvement, Mary Beth Chrissis, et al, Addison Wesley Crystal Clear: A Human-Powered Methodology for Small Teams, Alistair Cockburn, ISBN An Agile Approach to Achieving CMMI Christine Davis, et al

28 To probe further-6 28 Real Time Embedded Software Development Using Agile Technology, Vincent Rivas and Joseph N Frisina, _Rivas-Frisina.pdf A Practical Guide to Feature-Driven Development, Stephen Palmer and John Felsing, ISBN Lean Software Development An Agile Toolkit, Mary and Tom Poppendieck, Addison Wesley Agile Project Management with Scrum, Ken Schwaber, ISBN Lean Thinking Banish Waste and Create Wealth in Your Corporation, James P. Womack and Daniel T. Jones, Free Press

29 To probe further-7 29 Clement, Paul et al. Documenting Software Architectures in an Agile World, CMU/SEI-2003-TN-023. Smiley, Karen Comparing Agile and TSP, First TSP Users Group Conference, Pittsburgh PA, September 29-30, 2003.

30 To discuss some more 30 Daniel M. Roy Software Technology, Process & People, Inc. 20 Forest Rd BradfordWoods PA (USA) Land: +001 (724) Cell: +001 (412) Web site: