Integrating Quality into Project Portfolio Management
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Transcript of Integrating Quality into Project Portfolio Management
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Integra(ng Quality into Project Por3olio Management
Friday, October 28, 2011
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Chris SterlingCo-‐founder of Agile Advantage and VP of Engineering (www.AgileAdvantage.com)
Author of Book “Managing So;ware Debt: Building for Inevitable Change”
Consults on so;ware technology, Agile technical pracGces, Scrum, and effecGve management techniques
CerGfied Scrum Trainer
InnovaGon Games® Trained Facilitator
Open Source Developer
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Email: [email protected] Web: h5p://www.agileadvantage.comBlog: h5p://www.ge<ngagile.comFollow me on Twi5er: @csterwa
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Agenda
Pa5erns for Scaling Agile delivery• Problems of Scaling SoDware Delivery
Balancing Signal to Noise at Scale• DefiniHon of Done• Source Control Management
• ConHnuous IntegraHon• Quality DashboardsPorNolio Management Decisions:• Commit, Transform, Kill
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Pa6erns for Scaling Agile delivery
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Component Teams
“Component Team” structure
Separate Product Backlog
Managing dependencies is oDen serialized
ProblemaHc integraHon issues are typically faced if mulHple components are required to release
Use an “IntegraHon Team” to pull components together
Causes more rework than “Feature Team” structure
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Feature Teams
“Feature Team” structure
Uses common Product Backlog
IntegraHon is done in parallel
Requires high levels of communicaHon across teams to resolve integraHon issues
Forces Product Owners to be more coordinated
Sprints should be synchronized
Cross team ferHlizaHon is arequirement to successfully deliver in parallel
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Story MapAreas of funcHonality/capabiliHes on top
Place associated user stories verHcally
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Story Map -‐ Next ReleaseDraw line that represents viable release• Customer features above the line are “in”
• Do5ed line represents negoHability
!"#8
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Forming the Meta-‐Scrum
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Problems Scaling Agile methods
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Dependencies across teams
IntegraHon points across architecture
Cross-‐team coordinaHon
Inconsistent quality standards
MulHple lists of work
Larger batches created for deployment
MulH-‐level planning
And probably much more...
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Balancing Signal Indicators
Value
Quality Constraints(Schedule, Cost, Scope)Source: Jim Highsmith
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Problems We’ll Focus On -‐ Quality
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Dependencies across teams
Integra(on points across architecture
Cross-‐team coordina(on
Inconsistent quality standards
Mul(ple lists of work
Larger batches created for deployment
MulH-‐level planning
And probably much more...
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DefiniUon of Done -‐ Assert QualityAcceptance defined criteria for each user story
Unit tests written and passed
Code compiles with no errors and no warnings
New code doesn’t break existing code
Test case review (Dev to review test case written)
Architectural impact assessed and artifacts updated if necessary
Comments in code
Error codes added
Code reviewed by peer
Code checked in with reference to US#/Task#
Tested on FE
Integration test written & passes
Test code reviewed
Environment requirements documented
Interface document updated/added and checked in to SVN
Acceptance criteria verified complete
All P1-P3 bugs for the story are closed
Test approves user story
Story demonstrated to product owner and accepted on Target Platform
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Release DefiniUon of Done
Every release should have clear quality criteria
With a “Release DefiniHon of Done” you can understand targets be5er
Measure the gap between the teams’ DefiniHon of Done and a Release DefiniHon of Done.• This gap is a source of quality issues and represents significant risk to schedule
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Release DefiniUon of Done
Every release should have clear quality criteria
With a “Release DefiniHon of Done” you can understand targets be5er
Measure the gap between the teams’ DefiniHon of Done and a Release DefiniHon of Done.• This gap is a source of quality issues and represents significant risk to schedule
Friday, October 28, 2011
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TradiUonal Source Control Management
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TradiUonal Source Control Management
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Main Branch
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TradiUonal Source Control Management
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Main Branch
Version 1Branch
Integrate forVersion 2
CodeComplete
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TradiUonal Source Control Management
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Main BranchDebt
Death March
Version 1Branch
Integrate forVersion 2
CodeComplete
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TradiUonal Source Control Management
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Main BranchDebt
Death March {Debt accrues quickly within stabilizaBon periods
Version 1Branch
Integrate forVersion 2
CodeComplete
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Flexible Source Control Management
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Flexible Source Control Management
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Main Branch
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Flexible Source Control Management
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Main Branch
Version 1
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Flexible Source Control Management
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Main Branch
Version 1 Version 2
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Flexible Source Control Management
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Main Branch
Version 1 Version 2{Not Easy! Must have proper infrastructure to do this.
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ConUnuous IntegraUon
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Por3olio Management Decisions:
Commit, Transform, KillSource: Johanna Rothman
“Manage Your Project PorBolio”hDp://www.amazon.com/Manage-‐Your-‐Project-‐PorBolio-‐first/dp/B004SMU0OW
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EsUmates are Unreliable but Useful
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EsHmate using relaHve size
Affinity EsHmaHng technique*
Affinity EsHmaHng How-‐To: h5p://www.ge<ngagile.com/2008/07/04/affinity-‐esHmaHng-‐a-‐how-‐to/
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PorYolio Level Project Commitment
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PorYolio Project TransformaUon
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Early Warning Signs
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Early Warnings:•Broken Builds•Broken Automated Tests•Broken Custom Thresholds
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Early Warnings:•Design Debt in DuplicaWon (DRY)•Technical Debt in Code Complexity•Quality Debt in Bug DB (Break/Fix)•Other Custom Thresholds
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Project PorYolio Kill?
Early Warnings:•When transform and re-‐”commit” is not a valid opWon:•“Kill” should be an opWon on the table MORE
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Thank you!
Ques(ons & Answers
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Come see us at AgileAdvantage.com
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