managing software debt - federal reserve bank
DESCRIPTION
Presentation to Agile Support group inside Federal Reserve Bank in San Francisco on October 25, 2010.TRANSCRIPT
Managing Software Debt
Continued Delivery of High Value as Systems Age
Chris SterlingVP of EngineeringAgileEVM Inc.
Web: www.AgileEVM.comEmail: [email protected]
Blog: www.GettingAgile.com Follow Me on Twitter: @csterwa
Hash Tag for Presentation: #swdebt
1Thursday, October 28, 2010
© 2009-2010,
Chris Sterling – AgileEVM Inc.
Developer of AgileEVM ( www.AgileEVM.com ), a project portfolio decision support tool
Technology Consultant, Agile Consultant and Certified Scrum Trainer
Consults on software technology, Agile technical practices, Scrum, and effective management techniques
Innovation Games® Trained Facilitator
Open Source Developer and Consultant
Software technology, architecture, release management, monitoring, and design consulting for Agile Teams
Publishing book with Addison-Wesley called “Managing Software Debt” - due out Dec 2010
2
Email: [email protected]
Web: http://www.sterlingbarton.comBlog: http://www.gettingagile.com
Follow me on Twitter: @csterwa
2Thursday, October 28, 2010
© 2009-2010,
Brent Barton - AgileEVM Inc.
President, AgileEVM Inc.
More than 15 years software development in many roles as both employee and consultant for organizations from small start ups to multinational corporations
Former CTO. Active Agile Coach, Mentor, Certified Scrum Trainer
Actively involved in Agile Rollouts from small Product companies to very large IT organizations
Scrum Articles
“AgileEVM – Earned Value Management in Scrum Projects”, IEEE
“Implementing a Professional Services Organization Using Type C Scrum”, IEEE
“Establishing and Maintaining Top to Bottom Transparency Using the Meta-Scrum”, AgileJournal
“All-Out Organizational Scrum as anInnovation Value Chain”, IEEE
3
www.AgileEVM.com Email: [email protected]
Web: http://www.sterlingbarton.comBlog: http://www.gettingagile.comFollow me on Twitter: @brentbarton
3Thursday, October 28, 2010
© 2009-2010,
Topics Being Covered
Problems Found with Aging Software
Software Debt Explained
Technical Debt
Quality Debt
Configuration Management Debt
Design Debt
Platform Experience Debt
The Wrap Up
A Story of What is Possible
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4Thursday, October 28, 2010
© 2009-2010,
Problems Found with Aging Software
Software gets difficult to add features to as it ages
Business expectations do not lessen as software ages
Software must remain maintainable and changeable to meet needs of business over time
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© 2009-2010,
Lack of emphasis on software quality attributes contributes to decay
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6Thursday, October 28, 2010
© 2009-2010,
The “Rewrite”, “NextGen” or “Like-to-like Migration”
“It will be easy since we worked on the original version” - although we understand the domain we will be fighting with new features, technology, tools, and processes
“We don’t have any other options” - Refactoring and test automation are potential alternatives to like-to-like migrations.
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7Thursday, October 28, 2010
© 2009-2010,
Limited Platform Expertise
Risk and costs increase as expertise becomes more limited for aging software platforms.
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8Thursday, October 28, 2010
© 2009-2010,
Costs for Release Stabilization Increase Over Time
0
125000
250000
375000
500000
Release 1
Release 2Release 3
Release 4Release 5
Release 6
Cost of Fixing Defects Cost for Feature Dev
9Thursday, October 28, 2010
© 2009-2010,
Extreme Specialization
Knowledge and capability to maintain legacy software decays with time
Costs to maintain rarely used software platforms are higher
Leads to waiting for people in specialized roles to finish their tasks in support of development effort
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Software Debt
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Creeps into software slowly and leaves organizations with liabilities
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© 2009-2010,
Software Debt Creeps In
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12Thursday, October 28, 2010
© 2009-2010,
Software Debt Creeps In
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13Thursday, October 28, 2010
© 2009-2010,
Software Debt Creeps In
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14Thursday, October 28, 2010
© 2009-2010,
Managing Software Debt – an Overview
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15Thursday, October 28, 2010
© 2009-2010,
Managing Software Debt
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It is impossible to stop software debt from creeping into our software
Managing debt in software is based on putting frequent feedback mechanisms in place for code, quality assurance, configuration management, design, and organization of people on project team
Feedback mechanisms should be frequent, automated, and easy to use to support their continued use or modified to new needs
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© 2009-2010,
Types of Software Debt
Technical Debt
Quality Debt
Configuration Management Debt
Design Debt
Platform Experience Debt
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17Thursday, October 28, 2010
Technical Debt
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Issues in software that will impede future development if left unresolved
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© 2009-2010,
* Ward Cunningham on “Technical Debt”
Technical Debt includes those internal things that you choose not to do now, but which will impede future development if left undone. This includes deferred refactoring.
Technical Debt doesn’t include deferred functionality, except possibly in edge cases where delivered functionality is “good enough” for the customer, but doesn’t satisfy some standard (e.g., a UI element that isn’t fully compliant with some UI standard).
* Ward Cunningham - “Technical Debt” - http://c2.com/cgi/wiki?TechnicalDebt
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19Thursday, October 28, 2010
© 2009-2010,
My Definition of “Technical Debt”
“Technical debt is the decay of component and inter-component
behavior when the application functionality meets a minimum standard
of satisfaction for the customer.”
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20Thursday, October 28, 2010
© 2009-2010,
Regression Costs - Manual vs. Automated
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21Thursday, October 28, 2010
© 2009-2010,
Principles of Executable Design
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The way we design can always be improved.
We’ll get it “right” the third time.
We will not get it “right” the first time.
Design and construct for change rather than longevity.
Lower the threshold of pain.
If we are not enhancing the design then we are just writing a bunch of tests.
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Quality Debt
A lack of quality will lessen the value per feature added over time
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23Thursday, October 28, 2010
© 2009-2010,
Accrual of Quality Debt with Releases
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24Thursday, October 28, 2010
© 2009-2010,
Break/Fix Only Prolongs the Agony
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25Thursday, October 28, 2010
© 2009-2010,
Effect of Project Constraints on Quality
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26Thursday, October 28, 2010
© 2009-2010,
Effect of Project Constraints on Quality
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26Thursday, October 28, 2010
© 2009-2010,
Acceptance Test-Driven Development
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27Thursday, October 28, 2010
A Fit Case Study
Cost reduction using Fit for test automation and data conversion
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28Thursday, October 28, 2010
© 2009-2010,
Manual Regression Testing
Testing was taking 75 person hours during 2 full test runs consisting of:
Comprehensive manual regression testing
Data conversion and validation
Cost for testing was $17,000 each iteration
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29Thursday, October 28, 2010
© 2009-2010,
Introducing Fit into Testing Process
After 8 iterations team had introduced healthy amount of Fit fixtures and automated tests
Reduced 70+ hour test runtime down to 6 hours which now included:
Fit automated regression testing
Data conversion and validation automated with Fit fixtures
Reduced cost of testing each iteration from $17,000 to $7,000
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30Thursday, October 28, 2010
Configuration Management Debt
Unpredictable and error-prone release management
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31Thursday, October 28, 2010
© 2009-2010,
Traditional Source Control Management
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32Thursday, October 28, 2010
© 2009-2010,
Traditional Source Control Management
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Main Branch
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© 2009-2010,
Traditional Source Control Management
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Main Branch
Version 1Branch
Integrate forVersion 2
CodeComplete
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© 2009-2010,
Traditional Source Control Management
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Main BranchDebt
Death March
Version 1Branch
Integrate forVersion 2
CodeComplete
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© 2009-2010,
Traditional Source Control Management
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Main BranchDebt
Death March {Debt accrues quickly within stabilization periods
Version 1Branch
Integrate forVersion 2
CodeComplete
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© 2009-2010,
Flexible Source Control Management
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33Thursday, October 28, 2010
© 2009-2010,
Flexible Source Control Management
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Main Branch
33Thursday, October 28, 2010
© 2009-2010,
Flexible Source Control Management
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Main Branch
Version 1
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© 2009-2010,
Flexible Source Control Management
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Main Branch
Version 1 Version 2
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© 2009-2010,
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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© 2009-2010,
Continuous Integration
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34Thursday, October 28, 2010
© 2009-2010,
Scaling to Multiple Integrations
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35Thursday, October 28, 2010
© 2009-2010,
The Power of 2 Scripts: Deploy and Rollback
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Deploy Rollback
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Design Debt
Design decays when not attended to so design software continually
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37Thursday, October 28, 2010
© 2009-2010,
* Abuse User Stories
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Implement Securityfor User Information
* From “User Stories Applied” presented by Mike Cohn Agile 2006
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© 2009-2010,
* Abuse User Stories
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Implement Securityfor User Information
As a Malicious Hacker I want to steal credit card information so that I can make fraudulent charges
* From “User Stories Applied” presented by Mike Cohn Agile 2006
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Platform Experience Debt
Silos of knowledge and increased specialization will increase cost of maintenance over time
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39Thursday, October 28, 2010
© 2009-2010,
How to Combat Platform Experience Debt
Ignore it (I do not suggest this!) Surround existing functionality with automated functional tests
Wrap platform interfaces with adapters
Transfer knowledge of platform to more people
Rewrite on more current platform
Move thin slices of functionality to newer platform
Start platform upgrade discussions and rearrange teams into known effective team
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~OR~
40Thursday, October 28, 2010
© 2009-2010,
Team Configuration Patterns
Virtual Team Pattern
Integration Team Pattern
Component Shepherd Pattern
Team Architect Pattern
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41Thursday, October 28, 2010
© 2009-2010,
Virtual Team Pattern
EnterprisePlanning
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42Thursday, October 28, 2010
© 2009-2010,
Virtual Team Pattern
Pros
Share architecture ideas and needs across teams
Based on verbal communication
Cons
Usually singles out special Team Member role
Could lead to top-down architecture decisions
IT may gain extensive influence and begin to run Product Backlog prioritization for architecture needs
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43Thursday, October 28, 2010
© 2009-2010,
Integration Team Pattern
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Feature Development
Integrate Features
All features are implemented
and integrated every iteration
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© 2009-2010,
Integration Team Pattern
Pros
Reduces complexity on Feature Teams
Forces delivery from Integration Team instead of interface and deployment designs
Cons
Perpetuates specialized roles
Don’t always work on highest value Product Backlog items
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45Thursday, October 28, 2010
© 2009-2010,
Component Shepherd Pattern
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46Thursday, October 28, 2010
© 2009-2010,
Component Shepherd Pattern
Pros
Share more knowledge within organization to minimize platform experience debt
Work on highest value Product Backlog items
Cons
Not always optimal as using individual knowledge
Difficult to learn multiple systems across Teams
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47Thursday, October 28, 2010
© 2009-2010,
Feature Team Pattern
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48Thursday, October 28, 2010
© 2009-2010,
Feature Team Pattern
Pros
Team owns architecture decisions
Decisions are made close to implementation concerns
Cons
May not have appropriate experience on Team
Team could get “stuck” on architecture decisions
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What is possible?
High quality can be attained and enables accelerated feature delivery.
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50Thursday, October 28, 2010
© 2009-2010,
A Story: Field Support Application
2000+ users access application each day
Application supports multiple perspectives and workflows from Field Support Operations to Customer Service
Team of 5 people delivering features on existing Cold Fusion platform implementation
Migrating to Spring/Hibernate in slices while delivering valuable features
36 2-week Sprints, 33 production releases, and only 1 defect found in production
So, what was the defect you say? Let me tell you…
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51Thursday, October 28, 2010
Lets wrap this up...
What should I take away from this?
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52Thursday, October 28, 2010
© 2009-2010,
Principles for Managing Software Debt
Maintain one list of work
Emphasize quality
Evolve tools and infrastructure continually
Improve system design always
Share knowledge across the organization
And most importantly, get the right people to work on your software!
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Thank you
Questions and Answers
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54Thursday, October 28, 2010
© 2009-2010,
Chris Sterling – AgileEVM Inc.
Developer of AgileEVM ( www.AgileEVM.com ), a project portfolio decision support tool
Technology Consultant, Agile Consultant and Certified Scrum Trainer
Consults on software technology, Agile technical practices, Scrum, and effective management techniques
Innovation Games® Trained Facilitator
Open Source Developer and Consultant
Software technology, architecture, release management, monitoring, and design consulting for Agile Teams
55
Email: [email protected]
Web: http://www.sterlingbarton.comBlog: http://www.gettingagile.com
Follow me on Twitter: @csterwa
55Thursday, October 28, 2010