Business Value ofCI, CD, & DevOpsScaling Up to Billion User

Global Systems of Systems Using End-to-End AutomationDr. David F. Rico, PMP, CSEP, FCP, FCT, ACP, CSM, SAFe

Twitter: @dr_david_f_ricoWebsite: http://www.davidfrico.com

LinkedIn: http://www.linkedin.com/in/davidfricoAgile Capabilities: http://davidfrico.com/rico-capability-agile.pdf

Agile Resources: http://www.davidfrico.com/daves-agile-resources.htmAgile Cheat Sheet: http://davidfrico.com/key-agile-theories-ideas-and-principles.pdf

Author Background Gov’t contractor with 32+ years of IT experience B.S. Comp. Sci., M.S. Soft. Eng., & D.M. Info. Sys. Large gov’t projects in U.S., Far/Mid-East, & Europe

2

Career systems & software engineering methodologist Lean-Agile, Six Sigma, CMMI, ISO 9001, DoD 5000NASA, USAF, Navy, Army, DISA, & DARPA projects Published seven books & numerous journal articles Intn’l keynote speaker, 150 talks to 12,000+ people Specializes in metrics, models, & cost engineeringCloud Computing, SOA, Web Services, FOSS, etc. Adjunct at five Washington, DC-area universities

Today’s Whirlwind Environment

3

OverrunsAttritionEscalationRunawaysCancellation

GlobalCompetition

DemandingCustomers

OrganizationDownsizing

SystemComplexity

TechnologyChange

VagueRequirements

Work LifeImbalance

InefficiencyHigh O&MLower DoQVulnerableN-M Breach

ReducedIT Budgets

81 MonthCycle Times

RedundantData Centers

Lack ofInteroperability

PoorIT Security

OverburdeningLegacy Systems

ObsoleteTechnology & Skills

Pine, B. J. (1993). Mass customization: The new frontier in business competition. Boston, MA: Harvard Business School Press.Pontius, R. W. (2012). Acquisition of IT: Improving efficiency and effectiveness in IT acquisition in the DoD. Second Annual AFEI/NDIA Conference on Agile in DoD, Springfield, VA, USA.

Global Project Failures

4Standish Group. (2015). Chaos summary 2015. Boston, MA: Author.Sessions, R. (2009). The IT complexity crisis: Danger and opportunity. Houston, TX: Object Watch.

Challenged and failed projects hover at 67% Big projects fail more often, which is 5% to 10% Of $1.7T spent on IT projects, over $858B were lost

$0.0

$0.4

$0.7

$1.1

$1.4

$1.8

2002 2003 2004 2005 2006 2007 2008 2009 2010

Trill

ions

(US

Dolla

rs)

Expenditures Failed Investments

0% 20% 40% 60% 80% 100%

28%

34%

29%

35%

32%

33%

27%

28%

29%

49%

51%

53%

46%

44%

41%

56%

55%

52%

23%

15%

18%

19%

24%

26%

17%

17%

19%

2000

2002

2004

2006

2008

2010

2012

2014

2015

Year

Successful Challenged Failed

Software in U.S. DoD Systems

Kennedy, M. P., & Umphress, D. A. (2011). An agile systems engineering process: The missing link. Crosstalk, 24(3), 16-20.

No. of software-intensive systems is growing 80% of US DoD functions performed in software Major driver of cost, schedule, & tech. performance

5

Requirements Defects & Waste

6

Sheldon, F. T. (1992). Reliability measurement: From theory to practice. IEEE Software, 9(4), 13-20.Johnson, J. (2002). ROI: It's your job. Extreme Programming 2002 Conference, Alghero, Sardinia, Italy.Goffin, K., & Mitchell, R. (2005). Innovation management: Strategy and implementation. London, UK: Palgrave-Macmillan.Chedalawada, A. (2012). Lean-agile overview. Second Annual AFEI/NDIA Conference on Agile in DoD, Springfield, VA, USA.

Requirements defects are #1 reason projects fail 80% of requirements exist only as tacit knowledge 65% to 95% of explicit requirements are never used

Other 7%

Requirements47%

Design28%

Implementation18%

Defects

Always 7%

Often 13%

Sometimes16%

Rarely19%

Never45%

Waste

Large Traditional Projects

7

Big projects result in poor quality and scope changes Productivity declines with long queues/wait times Large projects are unsuccessful or canceled

Jones, C. (1991). Applied software measurement: Assuring productivity and quality. New York, NY: McGraw-Hill.

Size vs. Quality

DE

FEC

TS

0.00

3.20

6.40

9.60

12.80

16.00

0 2 6 25 100 400

SIZE

Size vs. Productivity

PR

OD

UC

TIV

ITY

0.00

1.00

2.00

3.00

4.00

5.00

0 2 6 25 100 400

SIZE

Size vs. Change

CH

AN

GE

0%

8%

16%

24%

32%

40%

0 2 6 25 100 400

SIZE

Size vs. SuccessS

UC

CE

SS

0%

12%

24%

36%

48%

60%

0 2 6 25 100 400

SIZE

Today’s Global Marketplace Most of world’s population connected to Internet Systems must support billions of simultaneous users New approaches are needed to scale to global market

8Kemp, S. (2016). Digital in 2016: We are social's compendium of global digital, social, and mobile data, trends, and statistics. New York, NY: We Are Social, Inc.

What is Agility? A-gil-i-ty (ә-'ji-lә-tē) Property consisting of quickness,

lightness, and ease of movement; To be very nimble The ability to create and respond to change in order to

profit in a turbulent global business environment The ability to quickly reprioritize use of resources when

requirements, technology, and knowledge shift A very fast response to sudden market changes and

emerging threats by intensive customer interaction Use of evolutionary, incremental, and iterative delivery

to converge on an optimal customer solution Maximizing BUSINESS VALUE with right sized, just-

enough, and just-in-time processes and documentationHighsmith, J. A. (2002). Agile software development ecosystems. Boston, MA: Addison-Wesley.

9

What are Agile Methods?

10

People-centric way to create innovative solutions Product-centric alternative to documents/process Market-centric model to maximize business value

Agile Manifesto. (2001). Manifesto for agile software development. Retrieved September 3, 2008, from http://www.agilemanifesto.orgRico, D. F., Sayani, H. H., & Sone, S. (2009). The business value of agile software methods. Ft. Lauderdale, FL: J. Ross Publishing.Rico, D. F. (2012). Agile conceptual model. Retrieved February 6, 2012, from http://davidfrico.com/agile-concept-model-1.pdf

Customer Collaboration

Working Systems & Software

Individuals & Interactions

Responding to Change

valuedmore than

valuedmore than

valuedmore than

valuedmore than

Contracts

Documentation

Processes

Project Plans

Frequent comm. Close proximity Regular meetings

Multiple comm. channels Frequent feedback Relationship strength

Leadership Boundaries Empowerment

Competence Structure Manageability/Motivation

Clear objectives Small/feasible scope Acceptance criteria

Timeboxed iterations Valid operational results Regular cadence/intervals

Org. flexibility Mgt. flexibility Process flexibility

System flexibility Technology flexibility Infrastructure flexibility

Contract compliance Contract deliverables Contract change orders

Lifecycle compliance Process Maturity Level Regulatory compliance

Document deliveries Document comments Document compliance

Cost Compliance Scope Compliance Schedule Compliance

Courage

How do Lean & Agile INTERSECT?

11

Agile is naturally lean and based on small batches Agile directly supports six principles of lean thinking Agile may be converted to a continuous flow system

Womack, J. P., & Jones, D. T. (1996). Lean thinking: Banish waste and create wealth in your corporation. New York, NY: Free Press.Reinertsen, D. G. (2009). The principles of product development flow: Second generation lean product development. New York, NY: Celeritas.Reagan, R. B., & Rico, D. F. (2010). Lean and agile acquisition and systems engineering: A paradigm whose time has come. DoD AT&L Magazine, 39(6).

Economic View

Decentralization

Fast Feedback

Control Cadence& Small Batches

Manage Queues/Exploit Variability

WIP Constraints& Kanban

Flow PrinciplesAgile Values

CustomerCollaboration

EmpoweredTeams

IterativeDelivery

Respondingto Change

Lean Pillars

Respectfor People

ContinuousImprovement

Customer Value

Relationships

Customer Pull

Continuous Flow

Perfection

Value Stream

Lean Principles Customer relationships, satisfaction, trust, and loyalty Team authority, empowerment, and resources Team identification, cohesion, and communication

Lean & Agile Practices

Product vision, mission, needs, and capabilities Product scope, constraints, and business value Product objectives, specifications, and performance As is policies, processes, procedures, and instructions To be business processes, flowcharts, and swim lanes Initial workflow analysis, metrication, and optimization Batch size, work in process, and artifact size constraints Cadence, queue size, buffers, slack, and bottlenecks Workflow, test, integration, and deployment automation Roadmaps, releases, iterations, and product priorities Epics, themes, feature sets, features, and user stories Product demonstrations, feedback, and new backlogs Refactor, test driven design, and continuous integration Standups, retrospectives, and process improvements Organization, project, and process adaptability/flexibility

NetworkComputer

Operating SystemMiddlewareApplications

APIsGUI

How Agile Works Agile requirements implemented in slices vs. layers User needs with higher business value are done first Reduces cost & risk while increasing business success

12Shore, J. (2011). Evolutionary design illustrated. Norwegian Developers Conference, Oslo, Norway.

Agile Traditional1 2 3 Faster

Early ROI

Lower Costs

Fewer Defects

Manageable Risk

Better Performance

Smaller Attack Surface

Late

No Value

Cost Overruns

Very Poor Quality

Uncontrollable Risk

Slowest Performance

More Security Incidents Seven Wastes1. Rework2. Motion3. Waiting4. Inventory5. Transportation6. Overprocessing7. Overproduction

MINIMIZES MAXIMIZES

JIT, Just-enough architecture Early, in-process system V&V Fast continuous improvement Scalable to systems of systems Maximizes successful outcomes

Myth of perfect architecture Late big-bang integration tests Year long improvement cycles Breaks down on large projects Undermines business success

13

Methods to “scope” project, product, or system “Key” is smallest possible scope with highest value Reduces cost, risk, time, failure, & tech. obsolescence

Barely Sufficient Design

INCREASES TESTABILITY, QUALITY, RELIABILITY, SECURITY, MORALE, MAINTAINABILITY, & SUCCESS

Denne, M., & Cleland-Huang, J. (2004). Software by numbers: Low-risk, high-return development. Santa Clara, CA: Sun Microsystems.Ries, E. (2011). The lean startup: How today's entrepreneurs use continuous innovation. New York, NY: Crown Publishing.Patton, J. (2014). User story mapping: Discover the whole story, build the right product. Sebastopol, CA: O'Reilly Media.Layton, M. C., & Maurer, R. (2011). Agile project management for dummies. Hoboken, NJ: Wiley Publishing.Krause, L. (2014). Microservices: Patterns and applications. Paris, France: Lucas Krause.

MINIMUM

MARKETABLE FEATURE- MMF -

AdvantageDifferenceRevenueProfitSavingsBrandLoyalty

MINIMUMVIABLE PRODUCT

- MVP -

GoalProcessFeaturesPrioritiesStory MapArchitecture

STORY MAPOR IMPACT MAP

- SM or IM -

GoalActors ImpactsDeliverablesMeasuresMilestones

VISIONSTATEMENT

- VS -

For <customer>Who <needs it>The <product> Is a <benefit>That <customer>Unlike <other>Ours <different>

MICRO-SERVICE- MS -

PurposeAutomatedUnique IndependentResilientEcosystemConsumer

14

Capability #1

● Feature 1● Feature 2● Feature 3● Feature 4● Feature 5● Feature 6● Feature 7

Capability #2

● Feature 8● Feature 9● Feature 10● Feature 11● Feature 12● Feature 13● Feature 14

Capability #3

● Feature 15● Feature 16● Feature 17● Feature 18● Feature 19● Feature 20● Feature 21

Capability #4

● Feature 22● Feature 23● Feature 24● Feature 25● Feature 26● Feature 27● Feature 28

Capability #5

● Feature 29● Feature 30● Feature 31● Feature 32● Feature 33● Feature 34● Feature 35

Capability #6

● Feature 36● Feature 37● Feature 38● Feature 39● Feature 40● Feature 41● Feature 42

Capability #7

● Feature 43● Feature 44● Feature 45● Feature 46● Feature 47● Feature 48● Feature 49

1

2 3

4

5 6

7

8 9

10

11 12

13

14 15

16

17 18

19

20 21

Evolving “Unified/Integrated” Enterprise Data Model

“Disparate” LEGACY SYSTEM DATABASES (AND DATA MODELS)

ETL

A A

B C

D E F

G H I J K

A

B C

D E F

A

B C

D E

A

B C

D

A

B C

A

B

“Legacy” MS SQL Server Stovepipes “Inter-Departmental” Linux Blade/Oracle/Java/WebSphere Server

“Leased” DWA/HPC/Cloud Services

Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6 Sprint 7

ETL ETL ETL ETL ETL ETL

Bente, S., Bombosch, U., & Langade, S. (2012). Collaborative enterprise architecture: Enriching EA with lean, agile, and enterprise 2.0 practices. Waltham, MA: Elsevier.

(for example, assume 25 user stories per feature, 175 user stories per capability, and 1,225 user stories total)

Organize needs into capabilities, features, and stories Prioritize features, group releases, and initiate sprints Develop minimum set of features with highest value

Agile Systems Development

Release

Release

Release

ReleaseMMF- or -MVP

Five Keys to Enterprise Agility

15Kim, G., Debois, P., Willis, J., & Humble, J. The devops handbook: How to create world-class agility, reliability, and security in technology organizations. Portland, OR: IT Revolution Press.

Everything begins with lean & agile principles Next step is smaller portfolio & simpler designs Final step is modular interfaces & E2E automation

Models of AGILE METHODS

16

Agile methods spunoff flexible manufacturing 1990s Extreme Programming (XP) swept the globe by 2002 Today, over 90% of IT projects use Scrum/XP hybrid

Use Cases

Domain Model

Object Oriented

Iterative Dev.

Risk Planning

Info. Radiators

Planning Poker

Product Backlog

Sprint Backlog

2-4 Week Sprint

Daily Standup

Sprint Demo

Feasibility

Business Study

Func. Iteration

Design Iteration

Implementation

Testing

Domain Model

Feature List

Object Oriented

Iterative Dev.

Code Inspection

Testing

Release Plans

User Stories

Pair Programmer

Iterative Dev.

Test First Dev.

Onsite Customer

Cockburn, A. (2002). Agile software development. Boston, MA: Addison-Wesley.Schwaber, K., & Beedle, M. (2001). Agile software development with scrum. Upper Saddle River, NJ: Prentice-Hall.Stapleton, J. (1997). DSDM: A framework for business centered development. Harlow, England: Addison-Wesley.Palmer, S. R., & Felsing, J. M. (2002). A practical guide to feature driven development. Upper Saddle River, NJ: Prentice-Hall.Beck, K. (2000). Extreme programming explained: Embrace change. Reading, MA: Addison-Wesley.

CRYSTAL METHODS- 1991 -

SCRUM- 1993 -

DSDM- 1993 -

FDD- 1997 -

XP- 1998 -

Reflection W/S Retrospective Quality Control Quality Control Continuous Del.

Basic SCRUM Method

Schwaber, K., & Beedle, M. (2001). Agile software development with scrum. Upper Saddle River, NJ: Prentice-Hall.

Created by Jeff Sutherland at Easel in 1993 Product backlog comprised of prioritized features Iterative sprint-to-sprint, adaptive & emergent model

17

18

Numerous models of lean development emerging Based on principles of lean thinking & just-in-time Include software, project, & product management

Poppendieck, M., & Poppendieck, T. (2003). Lean software development: An agile toolkit for software development managers. Boston, MA: Addison Wesley.Reinertsen, D. G. (2009). The principles of product development flow: Second generation lean product development. New York, NY: Celeritas.Anderson, D. J. (2010). Kanban: Successful evolutionary change for your technology business. Sequim, WA: Blue Hole Press.Olsen, D. (2015). The lean product playbook: How to innovate with minimum viable products and rapid customer feedback. Hoboken, NJ: John Wiley & Sons.Humble, J., Molesky, J., & O'Reilly, B. (2015). Lean enterprise: How high performance organizations innovate at scale. Sebastopol, CA: O'Reilly Media.

LEAN SOFTWARE- 2003 -

LEAN PRINCIPLES- 2009 -

LEAN KANBAN- 2010 -

LEAN PRODUCTS- 2015 -

LEAN ENTERPRISES- 2015 -

Create Value

Eliminate Waste

Amplify Learning

Late Decisions

Deliver Fast

Empower Team

Build-in Integrity

See the Whole

Economic View

Manage Queues

Use Variability

Small Batches

WIP Constraints

Flow Control

Fast Feedback

Decentralize

Visualize

Limit WIP

Manage Flow

Use Policies

Quality Focus

Lead Times

Improvement

Reduce Variation

Target Customer

Market Needs

Market Value

Min. Viability

Prototype

User Experience

Market Testing

Improvement

Measure Risks

Uncertainty

Marketing

Improvement

Value & Flow

Lean Engineering

Experimentation

Bus. Alignment

Models of LEAN METHODS

Basic KANBAN Method

Anderson, D. J. (2010). Kanban: Successful evolutionary change for your technology business. Sequim, WA: Blue Hole Press.

Adapted to IT by Dave Anderson in 2006 Activities, buffers, queues, WIP limits, tasks, etc. Lean, JIT pull/demand system leading to high quality

19

Models of AGILE PROJECT MGT.

20

Dozens of Agile project management models emerged Many stem from principles of Extreme Programming Vision, releases, & iterative development common

Prioritization

Feasibility

Planning

Tracking

Reporting

Review

Visionate

Speculate

Innovate

Re-Evaluate

Disseminate

Terminate

Scoping

Planning

Feasibility

Cyclical Dev.

Checkpoint

Review

Envision

Speculate

Explore

Iterate

Launch

Close

Vision

Roadmap

Release Plan

Sprint Plan

Daily Scrum

Retrospective

Thomsett, R. (2002). Radical project management. Upper Saddle River, NJ: Prentice-Hall.DeCarlo, D. (2004). Extreme project management: Using leadership, principles, and tools to deliver value in the face of volatility. San Francisco, CA: Jossey-Bass.Wysocki, R.F. (2010). Adaptive project framework: Managing complexity in the face of uncertainty. Boston, MA: Pearson Education.Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.Layton, M. C., & Maurer, R. (2011). Agile project management for dummies. Hoboken, NJ: Wiley Publishing.

RADICAL- 2002 -

EXTREME- 2004 -

ADAPTIVE- 2010 -

AGILE- 2010-

SIMPLIFIED APM- 2011 -

Layton, M. C., & Maurer, R. (2011). Agile project management for dummies. Hoboken, NJ: Wiley Publishing.

Created by Mark Layton at PlatinumEdge in 2012 Mix of new product development, XP, and Scrum Simplified codification of XP and Scrum hybrid

21

Basic AGILE PROJECT MGT. Method

22

Numerous models of agile portfolio mgt. emerging Based on lean-kanban, release planning, and Scrum Include organization, program, & project management

Schwaber, K. (2007). The enterprise and scrum. Redmond, WA: Microsoft Press.Leffingwell, D. (2007). Scaling software agility: Best practices for large enterprises. Boston, MA: Pearson Education.Larman, C., & Vodde, B. (2008). Scaling lean and agile development: Thinking and organizational tools for large-scale scrum. Boston, MA: Addison-Wesley.Ambler, S. W., & Lines, M. (2012). Disciplined agile delivery: A practitioner's guide to agile software delivery in the enterprise. Boston, MA: Pearson Education.Thompson, K. (2013). cPrime’s R.A.G.E. is unleashed: Agile leaders rejoice! Retrieved March 28, 2014, from http://www.cprime.com/tag/agile-governanceSchwaber, K. (2015). The definitive guide to nexus: The exoskeleton of scaled scrum development. Lexington, MA: Scrum.Org

Models of AGILE FRAMEWORKS

ESCRUM- 2007 -

SAFe- 2007 -

LESS- 2007 -

DAD- 2012 -

RAGE- 2013 -

SPS- 2015 -

Product Mgt

Program Mgt

Project Mgt

Process Mgt

Business Mgt

Market Mgt

Strategic Mgt

Portfolio Mgt

Program Mgt

Team Mgt

Quality Mgt

Delivery Mgt

Business Mgt

Portfolio Mgt

Product Mgt

Area Mgt

Sprint Mgt

Release Mgt

Business Mgt

Portfolio Mgt

Inception

Construction

Iterations

Transition

Business

Governance

Portfolio

Program

Project

Delivery

Product Mgt

Program Mgt

Sprint Mgt

Team Mgt.

Integ Mgt.

Release Mgt

Created by Dean Leffingwell of Rally in 2007 Knowledge to scale agile practices to enterprise Hybrid of Kanban, XP release planning, and Scrum

23

Basic SAFE 4.0 Method

Leffingwell, D. (2017). SAFe reference guide: Scaled agile framework for lean software and systems engineering. Boston, MA: Pearson Education.

24

Numerous models of lean-agile testing emerging Based on principles of lean & agile one piece flow Include software, hardware, system, & port. testing

TDD- 2003 -

CI- 2006 -

BD- 2008 -

CD- 2011 -

DEVOPS- 2012 -

User Story

Acc Criteria

Dev Unit Test

Run Unit Test

Write SW Unit

Re-Run Unit Test

Refactor Unit

Building

Database

Inspections

Testing

Feedback

Documentation

Deployment

Analyze Feature

Acc Criteria

Dev Feature Test

Run Feature Test

Develop Feature

Re-Run Feature

Refactor Feature

Packaging

Acceptance

Load Test

Performance

Pre-Production

Certification

Deployment

Sys Admin

Config. Mgt.

Host Builds

Virtualization

Containerization

Deployment

Monitor & Supp

Models of AGILE TESTING

Beck, K. (2003). Test-driven development: By example. Boston, MA: Addison-Wesley.Duvall, P., Matyas, S., & Glover, A. (2006). Continuous integration. Boston, MA: Addison-Wesley.Barker, K., & Humphries, C. (2008). Foundations of rspec: Behavior driven development with ruby and rails. New York, NY: Apress.Humble, J., & Farley, D. (2011). Continuous delivery. Boston, MA: Pearson Education.Huttermann, M. (2012). Devops for developers: Integrate development and operations the agile way. New York, NY: Apress.

What is Agile Testing? Traditional testing is a late, manual process Agile testing is an early and automated process Goal to deliver early & often and V&V components

25Rico, D. F. (2012). Agile testing resources. Retrieved Sep. 9, 2012, from http://davidfrico.com/agile-testing-resources.txtCrispin, L., & Gregory, J. (2009). Agile testing: A practical guide for testers and agile teams. Boston, MA: Addison-Wesley.Grant, T. (2005). Continuous integration using cruise control. Northern Virginia Java Users Group (Novajug), Reston, Virginia, USA.

AGILE TESTING- Early Incremental Testing -

TRADITIONAL TESTING- Late Big Bang Integration Testing -

Test Criteria Accompany StoriesAutomated Tests Written FirstUnits Coded-Tested One at TimeCode is Frequently Checked InCode Automatically RetrievedCode Automatically CompiledTests Automatically Executed Instant Feedback & Test Reports

Test Criteria Written After FactManual Tests Written Much LaterUnits Coded Late All at One TimeCode Checked In Late in ProjectCode Manually Submitted to TestCode Manually Compiled & BuiltTests Manually Executed LateLate Project Feedback & Reports

Code Automatically DeployedLate Defects Freeze Projects

Thousands of TestsContinuously Executed

No More Late BigBang Integration

User needs designed & developed one-at-a-time Changes automatically detected, built, and tested System fully tested and deployed as changes occur

26Humble, J., & Farley, D. (2011). Continuous delivery. Boston, MA: Pearson Education.Duvall, P., Matyas, S., & Glover, A. (2006). Continuous integration. Boston, MA: Addison-Wesley.

BuildIntegration

Server

VersionControlServer

BuildScripts

UsesWatches

BuildStatus

ProvidesDeveloper A

Developer B

Developer C

CommitsChanges

CommitsChanges

CommitsChanges

Builds

Database

Analysis

Testing

Reporting

Documentation

Deployment

Early, Automated, Fast,Efficient, & Repeatable

Constant ReadinessState & CM Control

Lean, Waste Free, Low WIP,No Deadlocked Test Queues

Rapidly & SuccessfullyDev. Complex Systems

Agile Testing—Workflow

BASIC—Test Driven Development Term coined by Kent Beck in 2003 Consists of writing all tests before design Ensures all components are verified and validated

27Beck, K. (2003). Test-driven development: By example. Boston, MA: Addison-Wesley.

Agile TDD consists of seven broad practices Document test criteria, tests, software units, etc. Include refactoring, verification, optimization, etc.

28

Practice

User Story

Acc Criteria

Dev Test

Run Test

Dev Unit

Rerun Test

Refactor Unit

Description

Read story, analyze meaning, ask questions, and clarify understanding

Identify, verify, and document acceptance criteria for each user story

Design, develop, code, and verify automated unit test for user story

Run automated unit test to verify that it fails the first time (sanity check)

Design, develop, code, and verify the software unit to satisfy user story

Rerun automated unit test to see if code satisfies automated unit test

Refine, reduce, and simplify code to remove waste and optimize performance

PRACTICES—Test Driven Develop.

Beck, K. (2003). Test-driven development: By example. Boston, MA: Addison-Wesley.

BASIC—Behavior Driven Develop. Term coined by Dan North in 2006 Consists of writing feature tests before design Ensures all system features are verified and validated

29Smart, J. F. (2014). BDD in action: Behavior-driven development for the whole software lifecycle. Shelter Island, NY: Manning Publications.

Agile BDD consists of seven broad practices Document test criteria, tests, syst. features, etc. Include refactoring, verification, optimization, etc.

30

Practice

Feature

Acc Criteria

Dev Test

Run Test

Dev Feature

Rerun Test

Refac Feature

Description

Read feature, analyze meaning, ask questions, and clarify understanding

Identify, verify, and document acceptance criteria for each feature

Design, develop, code, and verify automated feature test for feature

Run automated feature test to verify that it fails the first time (sanity check)

Design, develop, code, and verify the feature software to satisfy feature

Rerun automated feature test to see if code satisfies automated feature test

Refine, reduce, and simplify code to remove waste and optimize performance

PRACTICES—Behavior Driven Dev.

Smart, J. F. (2014). BDD in action: Behavior-driven development for the whole software lifecycle. Shelter Island, NY: Manning Publications.

ADVANCED—Continuous Integration Term coined by Martin Fowler in 1998 Process of automated build/regression testing Evaluates impact of changes against entire system

31Duvall, P., Matyas, S., & Glover, A. (2006). Continuous integration: Improving software quality and reducing risk. Boston, MA: Addison-Wesley.

ALL DEVELOPERS RUN PRIVATE BUILDS

DEVELOPERS COMMIT CODE TO VERSION CONTROL

INTEGRATION BUILDS OCCUR SEVERAL TIMES PER DAY

100% OF SYSTEM TESTS MUST PASS FOR EVERY BUILD

A SHIPPABLE PRODUCT RESULTS FROM EVERY BUILD

FIXING BROKEN BUILDS IS OF THE HIGHEST PRIORITY

REPORTS AUTOMATICALLY GENERATED & REVIEWED

Agile CI consists of seven broad practices Automated build, database, inspection, tests, etc. Include reporting, documentation, deployment, etc.

32

Practice

Building

Database

Inspections

Testing

Feedback

Documentation

Deployment

Description

Frequently assembling products and services to ensure delivery readiness

Frequently generating/analyzing database schemas, queries, and forms

Frequently performing automated static analysis of product/service quality

Frequently performing automated dynamic product and service evaluation

Frequently generating automated status reports/messages for all stakeholders

Frequently performing automated technical/customer document generation

Frequently performing automated delivery of products/services to end users

Duvall, P., Matyas, S., & Glover, A. (2006). Continuous integration: Improving software quality and reducing risk. Boston, MA: Addison-Wesley.Humble, J., & Farley, D. (2011). Continuous delivery. Boston, MA: Pearson Education.

PRACTICES—Continuous Integration

Created by Jez Humble of ThoughtWorks in 2011 Includes CM, build, testing, integration, release, etc. Goal is one-touch automation of deployment pipeline

33Humble, J., & Farley, D. (2011). Continuous delivery. Boston, MA: Pearson Education.Duvall, P., Matyas, S., & Glover, A. (2006). Continuous integration. Boston, MA: Addison-Wesley.Ohara, D. (2012). Continuous delivery and the world of devops. San Francisco, CA: GigaOM Pro.

CoQ

• 80% MS Tst• 8/10 No Val• $24B in 90s• Rep by CD• Not Add MLK

ENTERPRISE—Continuous Delivery

Agile CD consists of seven broad practices Automated acceptance, load, performance, etc. Include packaging, pre-production test, C&A, etc.

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Practice

Packaging

Acceptance

Load Test

Performance

Pre-Production

Certification

Deployment

Description

Frequently generating system images for pre-production testing & checkout

Frequently performing automated system & user acceptance testing

Frequently performing automated system load, stress, & capacity testing

Frequently performing automated system user & technical performance testing

Frequently performing automated pre-production tests prior to final deployment

Frequently performing automated system certification & accreditation tests

Frequently generating product images for pre-deployment testing & checkout

Mukherjee, J. (2015). Continuous delivery pipeline: Where does it choke. Charleston, SC: CreateSpace.Swartout, P. (2014). Continuous delivery and devops: A quickstart guide. Birmingham, UK: Packt Publishing.

PRACTICES—Continuous Delivery

Created by Patrick Debois of Jedi BVBA in 2007 Collaboration of developers & infrastructure people Goal to automate the deployment to end-user devices

35Bass, L., Weber, I., & Zhu, L. (2015). Devops: A software architect's perspective. Old Tappan, NJ: Pearson Education.Gruver, G., & Mouser, T. (2015). Leading the transformation: Applying agile and devops at scale. Portland, OR: IT Revolution Press.Humble, J., Molesky, J., & O'Reilly, B. (2015). Lean enterprise: How high performance organizations innovate at scale. Sebastopol, CA: O'Reilly Media.

GLOBAL—Development Operations

Agile DevOps consists of seven broad practices Automated sys admin, CM, building, monitor, etc. Include virtualization, containerize, deployment, etc.

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Practice

Sys Admin

Config. Mgt.

Host Builds

Virtualization

Containerize

Deployment

Monitor & Supp

Description

Frequently performing automated system administration tasks, i.e., scripting

Frequently performing automated infrastructure config. mgt./version control

Frequently performing automated system and server host builds and config.

Frequently performing automated system, server, & net virtualization services

Frequently performing automated software and Microservices containerization

Frequently generating final end-user system & software images for distribution

Frequently performing automated metrics collection & deployment monitoring

Duffy, M. (2015). Devops automation cookbook: Over 120 recipes coverying key automation techniques. Birmingham, UK: Packt Publishing.Farcic, V. (2016). The devops 2.0 toolkit: Automating the continuous deployment pipelines with containerized microservices. Victoria, CA: LeanPub.

PRACTICES—Development Operations

Agile Testing Metrics—Example

37Duvall, P., Matyas, S., & Glover, A. (2006). Continuous integration: Improving software quality and reducing risk. Boston, MA: Addison-Wesley.

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Traditional vs. Agile Cumulative Flow

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Traditional Cumulative Flow Agile Cumulative Flow

Late big bang integration increases WIP backlog Agile testing early and often reduces WIP backlog Improves workflow and reduces WIP & lead times

Anderson, D. J. (2004). Agile management for software engineering. Upper Saddle River, NJ: Pearson Education.Anderson, D. J. (2010). Kanban: Successful evolutionary change for your technology business. Sequim, WA: Blue Hole Press.

Agile Testing—Workflow—Cont’d

Grant, T. (2005). Continuous integration using cruise control. Northern Virginia Java Users Group (Novajug), Reston, Virginia, USA.Fredrick, J. (2008). Accelerate software delivery with continuous integration and testing. Japanese Symposium on Software Testing, Tokyo, Japan.

Most agile testing tools are “free” open source Build server costs no more than a commodity PC 10x more efficient/effective than traditional testing

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Agile Testing—CI Statistics

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Hewlett-Packard is a major user of CI, CD, & DevOps 400 engineers developed 10 million LOC in 4 years Major gains in testing, deployment, & innovation

Gruver, G., Young, M. & Fulghum, P. (2013). A practical approach to large-scale agile development. Upper Saddle River, NJ: Pearson Education.

TYPE METRIC MANUAL DEVOPS MAJOR GAINS

CYCLE TIME

IMPROVEMENTS

Build Time 40 Hours 3 Hours 13 x

No. Builds 1-2 per Day 10-15 per Day 8 x

Feedback 1 per Day 100 per Day 100 x

Regression Testing 240 Hours 24 Hours 10 x

DEVELOPMENT

COST EFFORT

DISTRIBUTION

Integration 10% 2% 5 x

Planning 20% 5% 4 x

Porting 25% 15% 2 x

Support 25% 5% 5 x

Testing 15% 5% 3 x

Innovation 5% 40% 8 x

Agile Testing—CD Statistics

Assembla went from 2 to 45 releases every month 15K Google developers run 120 million tests per day 30K+ Amazon developers deliver 136K releases a day

41Singleton, A. (2014). Unblock: A guide to the new continuous agile. Needham, MA: Assembla, Inc.

62x FasterU.S. DoD

IT Project

3,645x FasterU.S. DoD

IT Project

Agile Testing—DevOps Statistics

Activity Def CoQ DevOps Economics Hours ROIDevelopment Operations 100 0.001 100 Defects x 70% Efficiency x 0.001 Hours 0.070 72,900%

Continuous Delivery 30 0.01 30 Defects x 70% Efficiency x 0.01 Hours 0.210 24,300%

Continuous Integration 9 0.1 9 Defects x 70% Efficiency x 0.1 Hours 0.630 8,100%

Software Inspections 3 1 2.7 Defects x 70% Efficiency x 1 Hours 1.890 2,700%

"Traditional" Testing 0.81 10 0.81 Defects x 70% Efficiency x 10 Hours 5.670 900%

Manual Debugging 0.243 100 0.243 Defects x 70% Efficiency x 100 Hours 17.010 300%

Operations & Maintenance 0.073 1,000 0.0729 Defects x 70% Efficiency x 1,000 Hours 51.030 n/a

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Agile testing is orders-of-magnitude more efficient Based on millions of automated tests run in seconds One-touch auto-delivery to billions of global end-users

Rico, D. F. (2016). Devops cost of quality (CoQ): Phase-based defect removal model. Retrieved May 10, 2016, from http://davidfrico.com

Agile Testing—DevOps CoQ

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Agile Tools“Periodic Table of Testing Automation”

XeniaLabs. (2016). Periodic table of devops tools. Retrieved April 11, 2016, from https://xebialabs.com/periodic-table-of-devops-tools.

Agile testing slows down with very large systems Slow testing slows integration and increases bugs Agile testing can speed back up with more attention

44Kokko, H. (2009). Increase productivity with large scale continuous integration. Proceedings of the Agile 2009 Conference, Chicago, Illinois, USA.

MICRO ADJUSTMENTS- Focused Impact Tuning-

MACRO ADJUSTMENTS- Wide Impact Tuning-

Add More CPUs & MemoryParallelize System BuildsReplace 3rd Party Test LibrariesReduce or Remove Test TimeoutsSelect Different TestsRefactor Code & ComponentsTune Network & SoftwareTune Database & Middleware

In-Memory CompilationParallelize Test RunsPre-Install Test LibrariesRemove Process RandomnessUse Faster Code & Test Tools Incremental vs. Big Bang TestsParallelize Build & InstallTune & Optimize Build Process

Agile Testing—Scaling Practices

Industry very slow in adopting agile testing model Cost, difficulty, and territorialism are common issues Developers must take initiative for disciplined testing

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Technical BarriersOrganizational BarriersDevelopers don’t want to test

· Infrequently committing code· Committing broken code· Failing to immediately fix builds· Not writing automated tests· Not ensuring 100% of tests pass· Not running private builds· Resorting to traditional testing

Resistance to change· Fear of investment costs· Fear of learning new skills· Test group territorialism· Organizational policy conflicts· Overhead of maintaining CI· Complexity and scaling· Not developing a quality culture

··

Duvall, P., Matyas, S., & Glover, A. (2006). Continuous integration: Improving software quality and reducing risk. Boston, MA: Addison-Wesley.

Agile Testing—Common Barriers

Eliminates big-bang integration in the 11th hour Creates a repeatable and reliable testing process Evaluates system-wide changes throughout project

46Maeda, M. K. (2009). Agile testing: Early, often, and smart. Arlington, MA: Cutter Consortium.

What’s the Bottom Line?“Agile Testing Done Early & Often”

Agile TestingTraditional TestingDramatically reduces risks

· Automates manual processes· Instant verification & validation· High project visibility· Greater confidence and morale· Incremental business value· 24x7 deployability to users· Highly quality and reliability

Late defect discovery· Low quality software· Poor project visibility· Lack of deployability· Late big-bang integration· Testing is a bottleneck· Poor customer satisfaction· Outright project failure

··

Key Agile SCALING POINTERS One must think and act small to accomplish big things Slow down to speed up, speed up ‘til wheels come off Scaling up lowers productivity, quality, & business value

47Rico, D. F. (2014). Dave's Notes: For Scaling with SAFe, DaD, LeSS, RAGE, ScrumPLoP, Enterprise Scrum, etc. Retrieved March 28, 2014 from http://davidfrico.com

EMPOWER WORKFORCE - Allow workers to help establish enterprise business goals and objectives.

ALIGN BUSINESS VALUE - Align and focus agile teams on delivering business value to the enterprise.

PERFORM VISIONING - Frequently communicate portfolio, project, and team vision on continuous basis.

REDUCE SIZE - Reduce sizes of agile portfolios, acquisitions, products, programs, projects, and teams.

ACT SMALL - Get large agile teams to act, behave, collaborate, communicate, and perform like small ones.

BE SMALL - Get small projects to act, behave, and collaborate like small ones instead of trying to act larger.

ACT COLLOCATED - Get virtual distributed teams to act, behave, communicate and perform like collocated ones.

USE SMALL ACQUISITION BATCHES - Organize suppliers to rapidly deliver new capabilities and quickly reprioritize.

USE LEAN-AGILE CONTRACTS - Use collaborative contracts to share responsibility instead of adversarial legal ones.

USE ENTERPRISE AUTOMATION - Automate everything with Continuous Integration, Continuous Delivery, & DevOps.

Conclusion Agile methods DON’T mean deliver it now & fix it later Lightweight, yet disciplined approach to development Reduced cost, risk, & waste while improving quality

48Rico, D. F. (2012). What’s really happening in agile methods: Its principles revisited? Retrieved June 6, 2012, from http://davidfrico.com/agile-principles.pdfRico, D. F. (2012). The promises and pitfalls of agile methods. Retrieved February 6, 2013 from, http://davidfrico.com/agile-pros-cons.pdfRico, D. F. (2012). How do lean & agile intersect? Retrieved February 6, 2013, from http://davidfrico.com/agile-concept-model-3.pdf

What How ResultFlexibility Use lightweight, yet disciplined processes and artifacts Low work-in-process

Customer Involve customers early and often throughout development Early feedback

Prioritize Identify highest-priority, value-adding business needs Focus resources

Descope Descope complex programs by an order of magnitude Simplify problem

Decompose Divide the remaining scope into smaller batches Manageable pieces

Iterate Implement pieces one at a time over long periods of time Diffuse risk

Leanness Architect and design the system one iteration at a time JIT waste-free design

Swarm Implement each component in small cross-functional teams Knowledge transfer

Collaborate Use frequent informal communications as often as possible Efficient data transfer

Test Early Incrementally test each component as it is developed Early verification

Test Often Perform system-level regression testing every few minutes Early validation

Adapt Frequently identify optimal process and product solutions Improve performance

Books on Agile Testing Thousands of textbooks on agile methods Include requirements, design, coding, test, etc. Continuous Integration, Delivery, & DevOps best

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Beck, K. (2003). Test-driven development: By example. Boston, MA: Addison-Wesley.Duvall, P., Matyas, S., & Glover, A. (2006). Continuous integration. Boston, MA: Addison-Wesley.Smart, J. F. (2014). BDD in action: Behavior-driven development for the whole software lifecycle. Shelter Island, NY: Manning Publications.Humble, J., & Farley, D. (2011). Continuous delivery. Boston, MA: Pearson Education.Kim, G., Debois, P., Willis, J., & Humble, J. The devops handbook: How to create world-class agility, reliability, and security in technology organizations. Portland, OR: IT Revolution Press.

Dave’s PROFESSIONAL CAPABILITIES

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SoftwareQuality

Mgt.

TechnicalProject

Mgt.

SoftwareDevelopment

Methods

Strategy &Roadmapping

SystemsEngineering

Cost Estimates& Scheduling

Acquisition &Contracting

OrganizationChange

Lean, Kanban,& Six Sigma

Modeling &Simulations

Big Data,Cloud, NoSQL

WorkflowAutomation

Metrics,Models, & SPC

BPR, IDEF0,& DoDAF

DoD 5000,TRA, & SRA

PSP, TSP, &Code Reviews

CMMI &ISO 9001

InnovationManagement

Statistics, CFA,EFA, & SEM

ResearchMethods

EvolutionaryDesign

Valuation — Cost-Benefit Analysis, B/CR, ROI, NPV, BEP, Real Options, etc.

Lean-Agile — Scrum, SAFe, Continuous Integration & Delivery, DevOps, etc.

STRENGTHS – Data Mining Gathering & Reporting Performance Data Strategic Planning Executive & Manage-ment Briefs Brownbags & Webinars White Papers Tiger-Teams Short-Fuse Tasking Audits & Reviews Etc.

● Data mining. Metrics, benchmarks, & performance.● Simplification. Refactoring, refinement, & streamlining.● Assessments. Audits, reviews, appraisals, & risk analysis.● Coaching. Diagnosing, debugging, & restarting stalled projects.● Business cases. Cost, benefit, & return-on-investment (ROI) analysis.● Communications. Executive summaries, white papers, & lightning talks.● Strategy & tactics. Program, project, task, & activity scoping, charters, & plans.

PMP, CSEP,FCP, FCT

ACP, CSM,& SAFE

33 YEARSIN IT

INDUSTRY