Agile Software Development

1. Agile Software Development Chip Morgan - Discussion of Risk Mitigation Agile Software Development April 16, 2012

2. Agenda Who am I? What is Agile? Methodologies What is success? Case Studies Q&A

3. Who am I? Chip Morgan UT BBA MIS, 1991 (who taught my MIS 374 class?) 20 years experience delivering software projects for a wide range of clients in various states of peril Employer History Neiman Marcus – developer and QA/methodology BSG – project consulting and staff training BSI – product development Context Integration – curriculum development, project consulting GreenGrape Technologies – technical SME, architect, developer SunGard Consulting Services – project consulting and sales USAA – technical architect, wealth management and financial advice Hobbies Beach volleyball Disc golf Jabber/XMPP NAESB Smart Grid Initiative

4. What’s Agile?

5. Agile Manifesto Set of principles as defined by the Agile Manifesto Feb 2001, 17 representatives (XP, Scrum ….) Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more.

6. Agile Methodologies Scrum Project Management XP – Extreme Programming Development / Coding Feature Driven Development Upfront architecture Test Driven Development Lean

7. Scrum Process Ship to an organization’s testing environment Assumes goals and architecture already in place, so working from growing list of features 7

8. Agile Overview … Agile / Scrum teams work through a project backlog in short, focused iterations with daily Scrum meetings and regularly scheduled iteration review meetings Sprint 1, 2, 3 … n Sprint cycle Sprintplanning meeting MEETING DEFINITIONS • Daily Scrum Meeting • Attended by Developers, Business Owner • Communicate progress and roadblocks Sprint Review Meeting • Attended by all interested parties • Demonstrate functionality • Discuss open issues and unfinished backlog items Sprint Planning Meeting • Attended by development team and SMEs • Prioritize backlog items and agree on scope Daily cycle • Daily scrum • Daily work Sprint Process Inception Release n • Business case/funding • Vision • Initial product backlog • Initial release plan • Stakeholder buy-in • Assemble team • Logistics Update product backlog Sprint retrospective Product increment Product owner Scrumroles Product backlog Scrum master Scrum artifacts Impediment list Product backlog burndown Sprint review Users Team members Product backlog delta report Sprint backlog Sprint backlog burndown Stakeholders

9. Burn Down Charts Every day plot the work still left to do Extrapolate/measure whether you are going to get all your work done

10. Burn Down Charts Shows actual progress in real-time Highlights barriers and changes in estimates of effort Management can see where issues are arising and respond immediately Re-adjustment of commitments Shows the efficiencies of self-organizing teams Requires Honesty Watch how the team does better every Sprint !!!

11. High Level Agile SDLC • Figure 4, Agile SDLC, Scott Amblerhttp://www.ambysoft.com/essays/agileLifecycle.html

12. What is success? • Features promised are delivered • Features delivered meet business needs • Minimal maintenance required (Your non-functional requirement #1—maintainability) • Non-functional / SLA requirements met: Modular, Scalable, Reliable, Extensible “On time / on budget”

13. Can Agile help achieve success? • Case Studies • Energy Marketing Company • Large Investment Bank

14. Case Study 1Two developers in a room Project Sponsor Development Team • Characteristics of the organization (Categories from your Risk Evaluation form) • 1a (–) new business • Characteristics of the system • 2a (–) no clear requirements, “make it work like X” • 2b (–) no clear routines, procedures • 2e (+) uses stable technology • Characteristics of the developers • 3a/b (+) 2 experienced developers with previous project work • 3c (–) inexperienced with commodities data • (+) flexible on infrastructure guidelines • Characteristics of the users • 4a/c (++) high commitment, knowledgeable of business

15. Case Study 1Two developers in a room Project Sponsor Development Team Inception to production in 4 months (many 16 hour days) $2 billion in transactions in first month Monthly enhancements “Enron-ed” – shut down 24 months after first release

16. Case Study 2Large Investment Bank CEO Senior VP CIO PMO Business Sponsor IT Program Manager Architecture Governance Business Manager Development Manager Infrastructure Manager Compliance Users Business Analysts Development Team Infrastructure Team Audit QA/Testing Team Deployment Team

17. Case Study 2Large Investment Bank • Characteristics of the organization – detailed plan • Characteristics of the system – complex, fragmented • Characteristics of the developers – speed vs standards vs quality • Characteristics of the users – steering committees, date driven CEO Senior VP CIO PMO Business Sponsor IT Program Manager Architecture Governance Business Manager Development Manager Infrastructure Manager Compliance Users Business Analysts Development Team Infrastructure Team Audit QA/Testing Team Deployment Team

18. Case Study 2Large Investment Bank • Global Credit Risk Management line of business • Replatform 70 disparate applications to common architecture • 18 month planning phase • 36 month implementation plan • 4 months every year justifying next years budget • 200+ developers CEO Senior VP CIO PMO Business Sponsor IT Program Manager Architecture Governance Business Manager Development Manager Infrastructure Manager Compliance Users Business Analysts Development Team Infrastructure Team Audit QA/Testing Team Deployment Team 18

19. Case Study 2Large Investment Bank • Agile? • Despite detailed planning, many priority changes • Need to leverage offshore required discrete pieces of work • Limited BA testing exp required developers to focus on quality • Discovered refactoring CEO • Consistent team makeup, business gained confidence Senior VP CIO PMO Business Sponsor IT Program Manager Architecture Governance Business Manager Development Manager Infrastructure Manager Compliance Users Business Analysts Development Team Infrastructure Team Audit QA/Testing Team Deployment Team

20. Rational Unified Process(RUP)/Agile

21. Waterfall • Structured approach • Familiar to most developers world wide • Some organizational requirements dictate process over dates • NASA for instance Requirements Design Development Testing Deployment

22. Waterfall • Typically some overlap Requirements Design Development Testing Deployment

23. Waterfall • Date driven can yield this: Requirements Design Development Testing Deployment

24. Agile Project Management Not necessarily better, but definitely different Planning Quality Control Fixed time, scope, budget: variable quality Fixed time, budget, quality: variable scope Real-time Risk Management Visibility & Measurement “Fail” sooner rather than later Identify risks beyond control Frequent inspection and adaptation, developers and users Maintaining trust by not “hiding” undone work Self organizing teams increases commitment Measure progress against evolving expectations ** Key ** Action-orientated Risk Mitigation DO something about Risk vs just identifying it

25. Questions? Q&A Chip Morgan Lead Technical Architect - FASG chip.morgan@usaa.com