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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.
Image Ref: www.stanthonyschool-nh.com
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
Image Ref: http://blog.discourse.org
SCAMPI
Image Ref: www.autoanything.com
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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
Image Ref: http://sme-blog.com 5
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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