AGILE FACTORY MODEL - BCS · The Agile Factory Model vs. ... passes Factory Acceptance Test...
Transcript of AGILE FACTORY MODEL - BCS · The Agile Factory Model vs. ... passes Factory Acceptance Test...
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AAGILEGILE FFACTORYACTORYMMODELODEL
... an effective solution for large,... an effective solution for large,distributed software developmentdistributed software development
London, UKLondon, UK 27 June, 201327 June, 2013
John John FlenleyFlenley, FBCS Vice President , FBCS Vice President Software DevelopmentSoftware DevelopmentOlivier Poulard Olivier Poulard DirectorDirector Software DevelopmentSoftware DevelopmentSITASITA www.sita.aero www.sita.aero
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Vital productivity gains: 2.6 to 3.5 fold increase
Cost reductions: 55%
The Agile Factory Model vs.
Waterfall at SITA
Quality improvements: 60% less defects
Scalability: 52 scrum teams (650+ staff) at peak time
Consistent fortnightly deliveries
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Context & Drivers for Change
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We dont deliver garbage
Who are SITA?
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Who are SITA
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Horizon Portfolio OverviewA
cces
s
E-Commerce Mobile KioskAgent / corporate direct
Airline agent desktop
Partner & GDS distribution
Pri
cin
g
Analyse Manage Distribute
Total Fares Management
Price Shop
Direct Sales and Service
Fast and accurate control of fares
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Ser
vice
s
Profile & Loyalty Payments Ancillary Sales Intelligence
PS
S C
ore
Inventory & RMReservations DCS TicketingW&B
Flexible, efficient Passenger Service Systems core moved off legacy
Shared services for all channels and customers
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Scope of the Next Generation PSS Program
Functions redeveloped in the current NG PSS programme
Existing open modules Integrated into NG design
PSS related touchpoints
To
uch
po
ints
Pri
mar
y R
etai
ling
GDS & Onlineagent
GDS & Onlineagent
Partner&
Alliance
Partner&
Alliance
Call centre
Call centre
3rd partyApps
3rd partyApps
DesktopeCommerceDesktop
eCommerceMobileportalMobileportal
SocialmediaSocialmedia
KioskKioskAgent &
Corporatedirect
Agent & Corporate
direct
MobileagentsMobileagents
Cabinin-flightCabin
in-flightCheck-inBoardingCheck-inBoarding
NG
PS
S
adm
inistratio
nN
G P
SS
ad
min
istration
Pricing control
Price,re-price, refund
Flightshopping
MerchandisingMerchandising Payment servicesPayment servicesMarketplace Service
catalogue & feesMerchandising
engine
Integration platform and enterprise service busIntegration platform and enterprise service bus
Pri
mar
y se
rvic
esR
elat
ed fu
nct
ion
s
NG
PS
S
adm
inistratio
nN
G P
SS
ad
min
istration
Revenue management
Revenue integrity
Revenue accounting
Loyalty
Business intelligence
FulfillmenteTicket, EMD
FulfillmenteTicket, EMD
Inventory & schedulesInventory & schedules
ReservationsReservations Departurecheck-in & boarding
Departurecheck-in & boarding
Weight & BalanceWeight & Balance
Dat
a
Customerjourneys
Customerprofiles Seat data
Pricing/ Pricing/ fee dataInventory data Schedule data
Reference data
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Horizon Next Gen Program Size
Program estimation and sizing through formal analytics methodologies
5 year program with $155m development budget 102,000 Function Points (FP) in total for scope
Other Development Programs Function Point Counts *
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Other Development Programs Function Point Counts *
US Air Traffic ControlMicrosoft XPMicrosoft Office ProfessionalAirline Reservation SystemNASA Space ShuttleGoogle Search EngineTravelocityFEDEX Shipping ControlsDenver Airport Luggage
306,000127,000
93,00038,00023,00019,00019,00017,00017,000
* Approx values for comparison purposes only
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Next Gen. PSS Program: distributed organization
ARN CopenhagenATL AtlantaBLR BangaloreDEL DelhiKBP KievKUL Kuala LumpurLED St PetersburgLON LondonOMS Omsk
All Software Development
ATL: Supplier
ARN: Supplier
LON/KUL: Supplier
ATL: Supplier
LON: SITA
ATL: SITA
YVR: SITA
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SITA QC
SITA Business Line
SITAData Centre
3rd party suppliers
BLR: Off-shore partnerDEL: Off-shore partner
DEL: Off-shore partner
KBP: Off-shore partner
OMS: Off-shore partner
LED: Off-shore partner
LON: SITA
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Why we needed to change
Change drivers: by Year 3 we were over spent and under delivered
50% budget spent and approximately 25% scope completed Delivery delays Technical debt build-up Quality issues
Change vision: we needed to be faster, on time, on budget Project acceleration to get back to 5 year plan Finite scope Engaged with 3 off-shore partners under same governance,
responsible for development and testing prior to SITA acceptance testing
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Quality issues
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Agile Factory Model
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Organization (shared responsibilities)
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Key principles
Finite scope and accurate sizing
Clearly define and agree on the Definition Of Done
Plan scope of work and resources ahead and iteratively
Empower team to self-manage and take ownership
Identical vendor structure, governance and timings (heart beat)
Improve continuously through measuring and lessons learned
Quality deliverables by discovering and fixing problems early
Continuous integration: build often, integrate often, test often
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Agile Factory Framework BoundariesAgile Factory Framework Boundaries
Delivery process
Off-shoreSupplier 2Off-shoreSupplier 2
Off-shoreSupplier 1Off-shoreSupplier 1
QualityQualityBusiness Line
(PSL, GSL)Business Line
(PSL, GSL)ArchitectsArchitects
SMEs BAs/BCsSMEs BAs/BCs
SW Support & Off-shoreSupplier 3Off-shoreSupplier 3
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Continuous IntegrationContinuous Integration
SW Support & Maintenance
QualityQuality
1 2 3 4 6 7
Requirements documented
Requirements & High Level
Design completed
Software delivered
passes Factory Acceptance
Test
Software built and deployed
Acceptance, Integration and
Performance Tests
Software Delivered for
Demos / User
Acceptance Test
SoftwareDelivered for Production
5
Supplier 3Supplier 3
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Plan the stages and iterations of the development program Provide Subject Matter Expertise (SME) Responsible for requirements and high-level design Interface with Offshore Core Team (OCT) Trust teams to self organize and deliver on commitment Manage teams not people (contracts are for teams)
Cross-Functional Team (XFT)
Senior Delivery ManagersProject Managers, SMEs
Architects, Business AnalystsTesting & Continuous Integration
Manage supply chain (input/output analysis and prioritisation) Manage Scrum Teams (number and work allocation) Shield Scrum Teams from management issues
Off-shore Core Team (OCT)Program & Project Management
Chief Scrum Master
Teams & roles
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Shield Scrum Teams from management issues Roles and responsibilities aligned to functional domains Chief Scrum Master has full view of all Scrum Teams NFR Test Team do non-functional testing at module level
Chief Scrum MasterProxy Product Ownership
Technical Mgt & LeadershipQA Mgt, Configuration Mgt
Integration/NFR Testing Mgt
Two (2) Scrum Teams per Scrum Master and per BA Focussed on development and functional testing Daily Scrum Team meetings to feed into Scrum of Scrums Output continuously integrated and tested until ready for final
verification and end-to-end testing
Scrum Teams
50% Scrum Master50% Business Analyst
1 Technical Lead5 Developers
2 Testers
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Acceptance, Integration and Performance
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Iterative Software Delivery Framework
Elaboration
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Acceptance,
Integration,
Performance
Review &
Planning
Agile
Development
& Testing
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Stage in detail (assembly piece by piece)
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Resource capacity plan
Partnerships with 3 offshore suppliers
Agile methodology and principles Overall geographical distribution SITAs capacity to produce Use
Software delivery strategy and plan defined from:
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ota
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pe
20.0%
25.0%
30.0%
Scenario 1
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25.0%
30.0%
Scenario 1
SITAs capacity to produce Use Cases and Design Artifacts iteratively
Offshore suppliers resourcing capacity and ability to produce software iteratively
3 theoretical scenarios based on risk management (scope vs. delivery process)
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15.0%
1 2 3 4 5 6
Scenario 1
Scenario 2
Scenario 3
Stages
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Scenario 1
Scenario 2
Scenario 3
Stages
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1. Program Scope (Use Cases) / Analytics Criteria*Program Sizing(Function Points*)
2. Program Sizing (FP*) / Productivity (hrs/FP*) Total Effort (hours)
3. Total Effort (hrs) / Forecast Completion DateOverall Resource Capacity Plan
Estimation process
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3. Total Effort (hrs) / Forecast Completion DateCapacity Plan
4. Resource Capacity Plan / Prioritized Use Cases Stage Scope (Use Cases)
5. Stage Scope (Use Cases) / Prioritized Use Cases Sprint Scope (Use Cases)
* Definition of Function Point per UKSMA 1.3.1 - Mk II FP A
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Controls through metrics
Daily Metrics
Use case burn-down
Automated Coding standards checking
Automated Unit
Sprint Metrics (trends)
Automated unit test coverage
Frequency of builds and runs of automated test suites
Checklist of Dev. documentation
Produced by OCT. Monitored and approved by SITA QA including test plan, design and test exit reports
Product Release
Defects found in Acceptance Integration or Performance: Categorized into Severity1-5s
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Automated Unit Test results
Test case execution, passed against planned
Defects
suites
Use cases planned for Sprint compared to number done
Manual functional test coverage (GUI)
Automated functional and non-functional test coverage
Total defects per function point and KLOC
Requirements coverage by test cases executed
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Weekly webinars between XFT and OCT
Webinars and video-conferences for planning, reviews and retrospectives
SITA Delivery Management Team completed 6-8 site visits per module per year to each vendor
OCT feedback the output of daily
Communication
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planning, reviews and retrospectives
Webinars and video-conferences for demonstrations of working software
Agile-Friendly offshore environment
All documentation, source code and scripts shared in one central repository
OCT feedback the output of daily stand-ups, scrums and scrum of scrums to XFT via reporting of standard metrics and processes
Multi-vendor OCT integration meetings twice per week
Key OCT resources based onshore alongside XFT
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Concerns &Lessons Learned
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What were the problems (1/2)?
Difficulty for XFT to consistently feed offshore factories with required volume of quality requirements and design artefacts
Excessive rework due to data schema and functional design changes (up to 40+% at peak time for 1 module, stabilized at ~25%, 27+% on average over 2 years)
One offshore partner terminated half way
Integration problems Delayed and unavailable external components and services Non-functional / buggy components and services Changed service interfaces
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30
40
50
60
What were the problems (2/2)?
Stage 5
NewStage
7
Stage 2
0
10
20
Offshore Scrum Teams
(Actuals)
Theoretical/Ideal Trend
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Agile Factory Model: vendor view
Initial Concerns
Fixed price contract for Agile projects
Sizing based on function points
Expected high productivity (80% of all business logic)
Continuous parallel functional, integration and performance testing as per Agile vs. after development as per Waterfall
Continuous integration for modules developed by off-shore partners
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High-level of automated testing coverage (100% of all functionality, >80% of all business logic)
Development and functional testing performed in parallel resulted in 60% less defects and defects found by SITA Quality post development, reduced from 70% to 15%
Continuous integration, essential due to high number of scrum teams working in parallel, ensured consistent processes and practices
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Recommendations& Thoughts
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A few recommendations
Select carefully the Offshore Core Team (interview, frequent visits and reviews,
changes early on as needed)
Structure contracts based on framework
and what (really) matters and needs to be
achieved
Define and implement a continuous build,
Set and communicate clear business and technical vision &
goals, incl. minimum viable & marketable
systems
Define a clear common governance,
incl. Definition of Define and implement
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Seed scrum teams while ramping up; keep the best resources while
ramping down
continuous build, integration & testing environment offshore
Actively manage functional and technical
dependencies
Track and manage productivity and quality metrics but... foremost
the completion of business functionality
incl. Definition of Done (DoD) at all
levels
an improvement program
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More thoughts
At first consider small to medium size/complexity projects (
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Delegation works
Self-managing teams works
Common governance works
Continuous improvement works
Bottom-up management works
Continuous integration works
Distributed structure works
Agile Factory Works...!