1. User Centered Agile Dev
at NASA - One Groups
Path to Better Software
Jay Trimble
NASA Ames Research Center
!
For Balanced Team
11-3-13

3. My Background
• Missions
• NASA Johnson Space Center, Houston
• Shuttle Mission Control, Payloads
• Jet Propulsion Lab
Space Radar Lab-1 Ops Director
• Robotic - Voyager Neptune
• Shuttle - Space Radar Lab, Lead Ops Director
•
Current
• Mission Operations & Ground Data System
Manager, Resource Prospector Lunar Rover
Internship in Mission Control
(A long time ago)

4. My Background
• Software Technology
• Human Centered
Computing for Mars
Rovers
• Founded User Centered
Technology Group
• User centered
technologies for mission
control

5. One Story of Agile at NASA
• This is a bottom up story of how a group at
NASA applied agile methods to software
development for mission control
• This was approved, but not initiated by,
management

6. The Project
• Our task was to build an architecture for
mission control user applications, the
primary focus being on developing
interaction paradigms and technology for
user-composable software
!
• See the results at https://github.com/nasa/mct

7. The Collaboration
• Design and Development Team at NASA
Ames
• The Customer
• Mission Control Users at NASA
• Using Participatory Design, we created an
integrated team that included customer
representation

8. Issues and Mandates
• Some customers want a new product,
others do not
• The product must have new capability, but
must also not be disruptive within the
organization
• Functional and visual connection to
legacy product

9. The Journey
• We began with a six month software
delivery cycle
• By iteratively fixing issues, we got the
delivery cycle down to three weeks
• It took close to two years to complete the
transition

10. Where we started
• Four sixmonth
deliverables
• One User
Experience
Spec
Module 1
Subsystem1
Subsystem2
6 Months
Subsystem3
6 Months
Subsystem
6 Months
6 Months

11. Issues we faced
• Long delivery cycle
• Difficult to manage feature prioritization and development, integration
and testing
• Progress invisible to customer, lack of meaningful ongoing customer
interaction to drive design
• Mismatch in expectations between design/dev team and customer
• Difficult for the development team to know state of progress relative
to goals
• Deliveries focus on subsystems rather than meaningful end user
functionality
• Two-year final deliverable created a tendency to defer key issues

12. Initiating Internal Change
• Fix the problems iteratively, without a broad
proclamation of methodology, i.e. “we are going to
be agile” or “we are going to be “lean”
• Just fix the problems
jtrimble2@gmail.com

13. First Step - Six Week
Cycle
• We took the six
month cycle and
divided it into
smaller pieces
• This was a start,
but still left many
issues
It 1
It 2
It 3
It 4
6
6
6
6
Weeks Weeks Weeks Weeks
It x

14. Incremental Improvements
• Six week delivery cycle
• Prioritization of work at the start of each sixweek iteration
• User Experience spec for every iteration due
one week before iteration start
• UE testing and design session during coding
period of each iteration
jtrimble2@gmail.com

15. Six Week Cycle
Demo new features
for QA
UE Specification
Rls
Docs
Stack
Rank
PreStack
Rank 1
PreStack
Rank 2
UE
Spec
Pre-Ship
Review,
exit critera,
customer demo
Eng design &
spec (3 days)
Code (3.5 weeks)
Demo
Test (2 weeks)
PS
Review
Deliver
DeBrief
Kickoff
UE Testing Iteration n-1 (delivered s/w)
UE Design/Testing Iteration n+1 (paper)
Develop Test Plan
JIRA Updates/Priorities
Coding/UE Spec Revisions/Daily Acceptance Test
Iteration n-1
Iteration n
Iteration n+1

16. Almost There
• Better, but still not where we need to be
• Six week iterations are focused on
subsystem capabilities, they lack user-focus
• Customers see progress every six-weeks,
this is not often enough
jtrimble2@gmail.com

17. Next Steps
• Identify the issues
• After each iteration we had a team de-brief where we identified
issues and discussed fixes
• Fixing the issues, one step at a time
• Some issues we fixed with policy changes based on team de-briefs
• Many of the changes were bottom up within the team, such as
• Daily communication between user experience designers and
the customer as new features rolled out and QA testing of
features on rollout,
• Some changes were top down, such as the length of an iteration
(or sprint) and the release cycle

18. Agile
• We shortened the cycle to three weeks
• Replaced discrete events, with integrated interactions
• Integrated strategic and tactical into our ranking process
• Each iteration had clear purpose, goals, ranked priorities
• Daily Build, Iterations, Release
• Strategic road map

19. Designing with the Users
•
Participatory Design &
Analysis
•
Customers are part of the
design team
•
Designers facilitate,
customers are the domain
experts
•
Shared ownership

20. Design Artifacts
•
Triggers/Results
•
Really big picture
•
Big Picture
•
Task Flows
•
Blue sky
•
Real world

21. Design Artifacts
•
Task Objects
•
User Objects
•
Windows

22. Agile Cycle
• Nightly Build
• Iteration
delivered
every 3
weeks
• Release
every 3
months
Release to Mission
Control User Test
Community
Release to Mission
Control User Test
Community
Release to Mission
Control User Test
Community
Release to Mission
Control Ops
Release n
Iteration 1
Iteration 2
3 Weeks
Iteration 3
6 Weeks
Iteration 4
9 Weeks
12 Weeks
jtrimble2@gmail.com
jay.p.trimble@nasa.gov

23. The Three-Week Cycle
Agile Development Iteration
Feature
Freeze
(-7 days)
Optional Mid-Iteration
Hackathon tests big
features
Priorities/JIRA
Rankings
Code Freeze
(-3 days)
Pre-Ship
Hackathon
Start 24 hour test (-2 day)
Deliver
to customer
3 Weeks Iteration n
Coding
UE & Tech Spec dates driven by coding dependencies
Issue Tracking Updates/Priorities/Rankings
Nightly Build/Internal testing as features roll out
Daily iteration n
Build to
Customer
Customer
installs
iteration n-1
Test
Customer
acceptance test
User Feedback
Customer verification
of closed JIRA issues
Feature mods/additions,
bug fixes
Customer triages
issues it discovered
Optionally, hot
patch
Iteration n+1

24. The Release Cycle
Agile Release Into Operations
Release to Mission
Control User test
Community
Release to Mission
Control User test
Community
Release to Mission
Control User test
Community
Customer Feature
Verification
Customer Feature
Verification
Customer Feature
Verification
Iteration 1
Iteration 2
Release to Customer
for Mission Control
Certification
Iteration 4 Bugs/
Usability/More Testing
Iteration 3
Release
3 Weeks
6 Weeks
9 Weeks
Coding/UE Specs
Issue Tracking Updates/Priorities/Rankings
Build/Internal testing as features roll out
12 Weeks

25. Strategic Road Map

26. The Team
Traditional
Agile 1
Agile 2*
Developers 5-9
Developers 7
Developers 4
User Experience
Design (2)
User Experience
Design (2)
User Experience
Design (1)
QA/Process
Engineers (2)
QA/Process
Engineers (2)
QA (.5)
Project Manager (1)
Project Manager (1)
Developers rotate
PM role
Principle Investigator
(Part Time)
Principle Investigator Principle Investigator
(Part Time)
(Part Time)
Interns
Interns
Interns
*Reduced Budget

27. Focus
• Work on issues in order of priority
• Easier said than done
• JIRA/Greenhopper for issue tracking and
ranking
• Developers should know what their priorities are
• Priorities should be achievable
• Don’t over-manage ranking, or over-assign

28. Where are we?
• There is one, and only one measurement of
progress and that is working
code
• Replace presentations, code line counts and
other management metrics with the nightly build
• For progress relative to strategic and tactical
situation see issue tracking system (we use
JIRA)

29. Testing
• Internal QA tests features as they roll out
• Our customer tested features daily to provide
feedback
• Our customer used iteration deliveries and
releases for final feature verification
• “Hackathons” tested scaleability in a lab
environment

30. Some Lessons Learned
• The train leaves the station on time
• A feature that misses one train just gets on
the next one
• This requires frequent departures
• Do not ever delay a shipment unless the
software does not work

31. It Takes Time
• Our journey was driven by need, i.e. we
addressed issues as they came up, rather
than being driven by a formal methodology
• We iteratively refined our methods over two
years

32. Lessons Summary
• The measure of progress is working code
• Work on highest priorities first, avoid the temptation to do the
easier things first
• Demonstrations, not presentations
• Customer interaction over extensive documentation
• Progress always visible, nightly build available
• The train leaves the station on time, only working features ship
• Do not delay shipment for features - if a feature is not
ready it goes into the next iteration

33. !
Conclusion
• There is no one right way to do agile
• Fit and evolve the solution to your
context of work