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Agile Development across a Distributed Team

Engineering Executive Forum Agile Software Development with a Distributed Team Paul Demko, Jr. April 17, 2008. Agile Development across a Distributed Team.

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Agile Development across a Distributed Team

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  1. Engineering Executive ForumAgile Software Development witha Distributed Team Paul Demko, Jr.April 17, 2008

  2. Agile Development across a Distributed Team • From Fall 2004 to Spring 2006, my software product development team built and maintained two LiveState product lines, successfully meeting budgets and delivery dates. • LiveState Delivery and LS Patch Manager were relatively complex systems management products that provisioned, installed, and configured Windows and Linux operating systems, applications, and security patches across any network. • The team was global • Waltham, MA – 20 developers • Starnberg, Germany – 20 developers • Bangalore, India – 25 contract developers • The team leveraged some of the best Agile techniques, e.g. • Iterative (2-week iterations) development • Daily scrum meetings

  3. Basic Architecture: LiveState Delivery Proven UI Framework Flexibility to integrate into customers’ business processes World-class Packaging Provisioning Server Services / Web Services Package Manager Used to create content MMC Admin Console Web-based Architecture Web Console • Agent/HTTP/Server Pipes: • Native Installations • OS’s and Applications • Images • Configuration Packages • Integrated H & S Inventory • Controlled reboots • PXE boot • Wake-on-LAN Centralized management across LANs, WANs, & Internet Cross-platform Agent: Windows, Linux, Unix, Macintosh, PPC Double-byte enabled Localized: J FIG Common Criteria Certification: Q2FY07 Trusted Virtual Technician performs unattended software installation and configuration

  4. Background • Team had been distributed for quite some time • ON Technology acquired csd Software in Munich in 1997 • With attrition in Germany and growth in the U.S., by 2001 • 21 engineers (including SQA) in Munich • 20 engineers (including Technical Writing) in Waltham • Two videoconferencing systems were in use 8:00 AM to 1:00 PM daily • Symantec acquired ON Technology in February 2004 • Symantec’s Enterprise Administration Business Unit was created • Symantec’s Ghost (Auckland, NZ) • Symantec’s pcAnywhere (Newport News, VA) • PowerQuest’s Hot Backup (Orem, UT) • ON Technology’s iCommand (MA and Germany)

  5. Background (continued) • SEABU Requirements • Development Methodology that guaranteed dates • Dates do not slip; features and resources may change • Outsourcing to India via MindTree • Waltham/Starberg team was extremely skeptical • “Our technology was too complex for Agile development” • “Indian engineers will take our jobs.” • Orem team had been using “Agile Development” for 18 months • We accepted their offer of training (with extensive documentation) • 6 managers and senior engineers spent a week (50 hours) with us, plus breakfasts, lunches, and dinners • “Vulcan mind melds”

  6. Major Changes • Upfront investment, using schedule estimator and Microsoft Project, to define 2-week iterations for the entire project • 3 – 5 weeks for the whole team; included prototype develpment • Each iteration included assigned staff, dependencies, and deliverables • Daily Scrum Meetings, including all team members • Videoconferencing system and Microsoft Meeting • Telephone and Microsoft Meeting • Bi-weekly Iteration Review Meetings • The teams took each iteration deadline very seriously • Much (not all) “Crunch time” was spread out over the iterations • Tightly-enforced use of Tools • Source code control (Starnberg) • Automated daily build and smoke test system • Automated testing (IBM Rational Robot) • Schedule and Resource Estimator (home grown in Orem) • Documentation Depots – Lotus Notes and Team Rooms • Extensive use of Yahoo Instant Messenger

  7. Why did it work? • “There are none more zealous than the converted!” • Training from Orem saved a lot of time • Camaraderie resulting from dealing with the 2,000-lb. yellow gorilla, Symantec • MindTree’s approach – “Our objective is to make you successful!” • MT had worked with the Orem team and understood the process • MT did not hesitate to point out our errors • MT shifted their work schedulesto work later into the evening • Two MT engineers worked inWaltham and in Starnberg • 60 day rotations • Waltham shifted hours – 7:30 AM

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