CMMI - AGILE | WORKING BETTER TOGETHERCase Study of Reuters Software (Thailand) Limited or "RSTL" By Mr. Pornthep Seawlho, Software Process Manager Reuters Software (Thailand) Limited

Case Study for Educational Purpose at Software Park Thailand, 29 May 2014

The Analytical Approach : The case study is examined in order to understand what has happened and why. It is not necessary to identify problems or suggest solutions.

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RSTL Bangkok

INTRODUCTION TO THE COMPANY AND RSTL

1050 staff primarily engages in the development of Thomson Reuters products.

Also home of the editorial team and the sales team covering Indochina countries.

Model/Cert. Expertise: CMMI, Scrum, Kanban, Six Sigma, PMP, ITIL, ISO 9001, ISO 27001

Thomson Reuters New York

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3

AND

FREE

THE COMPANY'S PRODUCTS

SOFTWARE PROCESS IMPROVEMENT IN RSTL

Guides for Process Improvement Health Check and Feedback for Improvement

CMMI +

Agile

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SCAMPI

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RSTL STARTED ADOPTING "AGILE" IN 2011Four Manifesto for

Agile Software Development

Twelve Principles behind Agile

Manifesto

Senior Management’s Direction

Agile Coach

Scrum Coach

Kanban Coach

Internal / External Training

Automation

Process team proactively support teams, deliver training

and being a coach!

She needed

They gotImage Ref: http://choosingchildren.wordpress.com

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SCOPE OF THE CASE STUDY(1) TEAM: "DATA ACCESS CONTROL"

(2) TEAM: "EIKON HOME PAGE"

RSTL CMMI APPRAISAL (SCAMPI-A) SEPTEMBER 2013

CMMI V.1.3 CAPABILITY LEVEL 3 :

REQM, RD, VER, VAL

REQM = Requirements Management RD = Requirements Development VER = Verification (Do the thing right ) VAL = Validation (Do the right thing)

2013 BUSINESS PRIORITY:

INNOVATION & QUALITY

Scrum - optimizing Iterative SDLC

Scrum - using Scrum Guide 2011

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Two Agile Teams under CMMI Appraisal 2013

Back-End / 4-Week Sprint / One Release on Production

Front-End / 2-Week Sprint / Frequent Release on Beta &

Production Env.

Enterprise Platform

POLICIES AND PROCESSES

Eikon Views

Realtime Technology

Etc.

Global Policies

Standard Process Sets

Tailored Process / Methods of Working

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Back-End / 4-Week Sprint / One Release on Production

Front-End / 2-Week Sprint / Frequent Release on Beta &

Production Env.

REQUIREMENTS MANAGEMENT (REQM)

WORK PRODUCTS* : SG1** • Product Requirements

Specification (PRS) from Product Manager

• Product Backlog • Scope-Progress document • Change-Tracking document

* Example of work products. More artifacts were used in the appraisal.

WORK PRODUCTS : SG1 • Product Roadmap from

Product Manager • Product Backlog in JIRA • Requirement change records

and traceability in JIRA

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REQUIREMENTS DEVELOPMENT (RD)

WORK PRODUCTS

• Requirements analysis and allocation in Project Functional Specification (PFS) to communicate Product Manager : SG1, SG2

• Acceptance criteria in Sprint Backlog in JIRA : SG3

• Design documents : SG2

WORK PRODUCTS

• Requirements analysis, allocation and acceptance criteria in Sprint Backlog in JIRA : SG1, SG2

• Design documents and prototype : SG2, SG3

• Requirements blocker or dependency within JIRA : SG2, SG3

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VERIFICATION (VER)

WORK PRODUCTS

• Code and document review results in emails and Adobe Acrobat Shared Review : SG2

• Unit Test Checklist : SG1

• System test objective, test plan, test steps, test report for stakeholders in ZION system : SG1, SG3

• Defect record and action in Team Track Defect Management tool : SG3

WORK PRODUCTS

• Automated functional test and regression test environments : SG1

• Code review result AND pair-testing result in JIRA : SG2

• Defect record and action in JIRA : SG3

• Test progress report document for stakeholders : SG3

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VALIDATION (VAL)

WORK PRODUCTS

• Acceptance criteria in JIRA : SG1

• Feedback from Product Manager in software demonstration by Local Product Owner and team : SG2

WORK PRODUCTS

• Acceptance criteria in JIRA : SG1

• Feedback from Product Managers to software demonstration at Sprint Reviews and trial usage during Sprints: SG2

• Beta environment test report from QA team: SG2

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COLLECTING IMPROVEMENT INFORMATION

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FEEDBACK IN RETROSPECTIVE

FEEDBACK TO MOW FROM RELEVANT STAKEHOLDERS

FEEDBACK FROM/TO PROCESS TEAM

MEETING WITH MANAGEMENT

POLICIES &

PROCESSES

RSTL'S NEXT STEPS

AUTOMATION

KNOWLEDGE SHARING

1.

2.

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SUMMARY FROM THE CASE STUDY

1. Long experience in CMMI gave an understanding about overall software development best practices and risks. 2. Scrum was used to focus Engineering improvement by using one seamless workflow to promote SPs/GPs in

REQM, RD, and VAL. 3. Scrum did not address the peer review SPs/GPs in VER. Code inspection, pair-programming, and offline

document review can be options. 4. Automation was a key of successful Scrum because it shortened development and verification times to make a

frequent release. 5. Automation was a quick way to implement SGs/GPs. It also built affirmations and artifacts for SCAMPI.

CMMI

Agile

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CMMIAgile

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END OF SLIDES

"Without continual growth and progress, such words as improvement, achievement and

success have no meaning."

Benjamin Franklin (1706-90) philosopher, writer, inventor and diplomat

“ALWAYS LINK IMPROVEMENTS TO YOUR BUSINESS GOALS”

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