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Software Engineering Trends: Critical Software

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Software Engineering Trends: Critical Software

  1. 1. AGILE PROCESS IMPROVEMENT INITIATIVE Implementation of Agile Methodologies in a CMMI Level 5 Organization
  2. 2. Agenda • Organization • Context • Problems / Issues • Solutions (improvements made) • Conclusions / Lessons learned
  3. 3. Organization • CRITICAL Software – Founded in 1998 – Spin-off of the University of Coimbra • Global Software Engineering company – 400+ employees in Portugal, UK, Germany, USA, Brazil, Mozambique and Angola • Investment in Quality Certifications – ISO 9001:2008 & TickIT – CMMI-DEV Level 5 – NATO AQAP 2210 and AQAP 2110 – AS 9100 Revision C – NP 4457:2007
  4. 4. Context • Mission/Safety Critical Solutions – Conservative markets – High maturity – Complex regulatory requirements – Very formal approach to quality and project management – Safety-Critical and Mission-Critical software which simply cannot fail
  5. 5. Context • Enterprise Critical Solutions – Dynamic markets – High flexibility – Scope volatility and frequent requirement changes – Less formal approach to quality and project management – Time to market more important than zero defects
  6. 6. Problems / Issues • Problems: – Waterfall lifecycle not perfect fit for high volatility environments – Uncontrolled implementations of Agile lifecycles were not delivering the expected results • Goals: – Ensure Agile processes alignment with CMMI high maturity process areas – Respond positively to customer and business requests on Agile projects – Arrange for consensus by all internal stakeholders on Agile methodologies employed – Train staff on Agile methodologies • Process Improvement Initiative (CMMI OPF/OPM): Phase 1 - Define and Improve Phase 2 - Pilot Improvements Phase 3 - Deploy Improvements Phase 4 - Monitor Deployment Phase 5 - Evaluate Effects
  7. 7. Solutions (improvements made) • Phase 1 – Define and Improve – New Agile Software Development Guidebook (based on Scrum) – New templates (Project Schedule, Sprint Planning, Sprint Retrospective...) – Customizations for Jira: New issue types, custom fields and tailored workflows – Customizations for Greenhopper: New project scheme template – External training for Agile Coaches and other key stakeholders
  8. 8. Solutions (improvements made) • Phase 2 – Pilot Improvements – Internal training for Pilot Project Teams – Three project teams – Seven months – Agile Coaches support • Phase 3 – Deploy Improvements – Artefacts and tools deployment – Internal training for Agile Project Teams
  9. 9. Solutions (improvements made) • Phase 4 – Monitor Deployment – Agile Coaches support – Internal audit plan – Internal mailing list • Phase 5 – Evaluate Effects – Performance evaluation – Hypothesis testing
  10. 10. Conclusions / Lessons learned • Better Estimation 86 634 545 926 1438 1183 878 195 271 644 954 673 767 1081 934 913 1265 1187 1305 1188 89% 75% 69% 73% 78% 89% 77% 77% 115% 101% 94% 105% 81% 93% 94% 85% 95% 87% 92% 91% 0% 20% 40% 60% 80% 100% 120% 140% 0 200 400 600 800 1000 1200 1400 1600 Estimationerror(%) Sprint ID Hoursestimated PROJECT C - Estimation Performance Baseline Original Estimate UCL LCL Actual deviation Average PRE POST Average 86% 91% LCL 54% 75% UCL 119% 107%
  11. 11. Conclusions / Lessons learned • Better Effort Recording – Project A: 10% improvement in defect effort recording – Project C: 12% improvement in defect effort recording • Positive Feedback from Teams – 100% of the team members reported the new Agile Software Development Lifecycle as adding value
  12. 12. Conclusions / Lessons learned • Process Improvement Initiative – Confidence in organizational improvement effects – Performance improvement quantitatively demonstrated • Agile methodologies compatible with CMMI Level 5 – Under final validation in SCAMPI-C – Sprint indicators a good fit for Quantitative Project Management

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