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USC CSCI 510 - EC-24-Agility and Quality WoSQ

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Agility and QualityOutlineNeed for Agility: Increasing Pace of ChangeAgile Methods ExamplesThe Agile ManifestoThe Need for Software QualityTraditional Quality ApproachSarbanes-OxleyWhat an Auditor Looks for…Agile Methods and QualityAgile and Plan-Driven Home Grounds: Five Critical Decision FactorsSlide 12Using Risk to Balance Discipline and Agility - OverviewHybrid Agile/Plan-Driven Strategy – CRACK: collaborative, representative, authorized, committed, knowledgeableIncremental Commitment Model: Single Increment ViewSlide 16Different Risk Patterns Yield Different ProcessesPass/Fail Feasibility RationalesCase Studies and Critical Success FactorsAgile Tek and Agile+Agile Tek: Solutions to quality issuesLockheed Martin ExperiencesLockheed Martin: Agile Practices UsedLockheed Martin: What Went WellLockheed Martin: Needed ImprovementAverage Change Processing Time: 2 Systems of SystemsMedical Case Study -- USAMedical-USA Adoption ProfileKey Practices – USA MedicalERP Case Study -- GermanyERP-Germany Adoption ProfileChallenges and Lessons LearnedCorporate Infrastructure -- GermanyCorporate Infrastructure: PrinciplesDevelopment PracticesCritical Success FactorsConclusionsBackup ChartsIncremental Commitment In Systems and Life:The Incremental Commitment Life Cycle Process: OverviewICM HSI Levels of Activity for Complex SystemsSlide 4201/14/19 (c) USC-CSSE 1Agility and Quality Barry Boehm, USCFall 201101/14/19 (c) USC-CSSE 2Outline•Increasing importance of both agility and quality•Challenges of achieving both agility and quality•Approaches for achieving both agility and quality•Case studies and critical success factors•Conclusions01/14/19 (c) USC-CSSE 3Need for Agility: Increasing Pace of Change•Technology change•Related infrastructure and services•Marketplace dynamics•Competition dynamics•Organizational change•Software is critical•User agility aids are even more critical01/14/19 (c) USC-CSSE 4Agile Methods Examples•Scrum–30-day sprints; daily standup Scrums; prioritized backlog•eXtreme Programming (XP)–Programming: simple design; refactoring; test first; continuous integration–Communications: on-site customer; metaphor; stories; pair programming; collective ownership; code standards–Management: small releases; planning game; 40-hour week•Others–Adaptive Software Development; Crystal; Dynamic Systems Development; Feature-Driven Development01/14/19 (c) USC-CSSE 5The Agile Manifesto•Individuals and interactions over processes and tools•Working software over comprehensive documentation•Customer collaboration over contract negotiation•Responding to change over following a plan We are uncovering better ways of developing software by doing it and helping others do it.Through this work we have come to value:That is, while there is value in the items on the right, we value the items on the left more.01/14/19 (c) USC-CSSE 6The Need for Software Quality•“The world runs on software” – Stroustrup•“With C, you can easily shoot yourself in the foot. With C++, you can easily blow off your leg” – Stroustrup•Critical global infrastructure: finance, energy, transportation, communications, trade•Dependability: everything you depend on–Accuracy, adaptability, affordability, availability, …–Complex attribute conflicts and tradeoffs01/14/19 (c) USC-CSSE 7Traditional Quality Approach•Complete, consistent, testable requirements •Traceable to design, code, test cases•Heavyweight documentation•COCOMO documentation rates, Very High Reliability projects–Average 120 pp/KSLOC; median 83; range 32-241•Rewriting needed for 1000 KSLOC project–160 people; 120,000 pages of documentation–1% change/month: 1200 pages (7.5 pages/person)–10% change/month: 12,000 pages (75 pages/person)01/14/19 (c) USC-CSSE 8Sarbanes-Oxley•A new US Law–Congress’ response to Enron, WorldCom, et al–Internal Controls: evaluate and disclose effectiveness–Disclose fraud–Affects public companies and “significant” vendors•Development process must include internal controls for–Fraud–Asset Management and Safeguarding–Financial Reporting•Why is this important to executive management?–Executives can go to jail.–IT management can be held grossly negligent and sued by a company or shareholders.•In effect since 200401/14/19 (c) USC-CSSE 9What an Auditor Looks for…Processes and tools over individuals and interactionsComprehensive documentation over working softwareContract negotiation over customer collaborationFollowing a plan over responding to changeAn Auditor Manifesto?01/14/19 (c) USC-CSSE 10Agile Methods and Quality•Responding to change over following a plan–Major source of software-induced rocket failures•Small releases: It’ll be fixed by next month–OK for discomfort; not for safety•Test-driven development helps, but often leads to patching–Example: Ada compiler validation suite01/14/19 (c) USC-CSSE 11Agile and Plan-Driven Home Grounds: Five Critical Decision Factors•Size, Criticality, Dynamism, Personnel, CulturePersonnel Dynamism (% Requirements- change/month)Culture (% thriving on chaos vs. order)Size (# of personnel)Criticality (Loss due to impact of defects)30103.01.00.39070503010310301003003530252015Essential FundsDiscretionary FundsComfortSingle LifeMany Lives(% Level 1B) (% Level 2&3)010203040AgilePlan-drivenPersonnel Dynamism (% Requirements- change/month)Culture (% thriving on chaos vs. order)Size (# of personnel)Criticality (Loss due to impact of defects)9070503010310301003003530252015Essential FundsDiscretionary FundsComfortSingle LifeMany Lives(% Level 1B) (% Level 2&3)010203040AgilePlan-driven01/14/19 (c) USC-CSSE 12Outline•Increasing importance of both agility and quality•Challenges of achieving both agility and quality•Approaches for achieving both agility and quality•Case studies and critical success factors•Conclusions01/14/19 (c) USC-CSSE 13Using Risk to Balance Discipline and Agility - OverviewStep 5. Execute and MonitorStep 4. Tailor Life CycleStep 3. Architecture AnalysisStep 1. Risk AnalysisStep 2. Risk ComparisonRate the project’s environmental, agility-oriented and plan-driven risks.Uncertain about ratings?Buy information via prototyping, data collection and analysisCompare the agile and Plan-driven risksGo Risk-based AgileAgility risks dominatePlan-driven risks dominateArchitect application to encapsulate agile partsGo Risk-based Agile in agile parts;


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