Extreme Programming (XP) Extreme Programming (XP) Six Sigma Six - - PowerPoint PPT Presentation

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Extreme Programming (XP) Six Sigma CMMI Extreme Programming (XP) Six Sigma CMMI

How they can work together – A JPMorgan Chase case study How they can work together – A JPMorgan Chase case study

Bob.Jarvis@chase.com Stephen.P.Gristock@chase.com

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Disclaimer Disclaimer

Any statements made do not necessarily represent the views or

• pinions of JPMorgan Chase.

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Agenda Agenda

Introductions Exercise 1 Six Sigma Overview XP Overview CMMI Overview Case Study – Six Sigma <Break> Case Study – XP Exercise 2 Case Study – CMMI Lessons Learned Parting Thoughts Q&A

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Introductions Introductions

Who Are We? Why Did We Try XP? Who Are We? Why Did We Try XP?

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Who Are We? Who Are We?

Steve Gristock

CMMI Lead Appraiser & Instructor Proven Process Improvement Leader and Consultant

Bob Jarvis

Six Sigma Coach Development Manager

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JPMorgan Chase JPMorgan Chase

Retail Financial Services

Home / Auto / Consumer / Small Business

Card Services Investment Bank Commercial Banking Asset & Wealth Management Treasury & Security Services

Treasury / Investor / Institutional Trust Services

Corporate

Private Equity / Treasury

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Why Did We Try XP? Why Did We Try XP?

Typical Environment

Project estimate accuracy Business – Technology working relationship Defect levels Overtime

Improvement Desired

Better Cheaper Faster Work – Life Balance

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Exercise 1: XP/CMMI: SURVIVOR! Exercise 1: XP/CMMI: SURVIVOR!

Can you survive the tribulations of the Six

Sigma/CMMI/XP Survivor contest?

Will you wail in anger and gnash your teeth if you’re

voted off the island?

Or- will you rise to the occasion and become Process

Queen/King for the day?

Do you care? Let’s play... and find out!

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Six Sigma Overview Six Sigma Overview

A Very Brief Overview A Very Brief Overview

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What is Six Sigma? What is Six Sigma?

It’s an approach to managing a business

Focus on clients, facts, measurement

It’s a process improvement methodology

Improve existing processes Build new processes

It’s a calculation

Allows us to measure quality consistently

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Who’s Using Six Sigma? Who’s Using Six Sigma?

$5 Billion in 2000 Average of $600MM/year since 1995 $3 Billion in savings since 1995 $1.5 Billion in 1999 $85MM early 2000 $2.5 Billion in 1999 $1.16 Billion (¥130 B) in 2000/2001 $1.45 Billion since 1998

Numbers through 2001

Publicly traded companies that strategically highlight quality (Six Sigma / Baldridge Quality award winning companies) outperformed the S&P 500 by 4.8 to 1.1

• 1. American Society for Quality, Quality Progress, April 2000.

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Key Drivers Key Drivers

Voice of the Customer (VOC)

Critical to Quality (CTQs) CTQ Measures Voice of the …

Business Employee

Statistical Tools

Analyze current state Verify results

Tollgates

At every phase

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Terminology Terminology

Process Improvement (DMAIC)

Define Measure Analyze Improve Implement Control

Process Design (DFSS – DMADVE)

Define Assess Select Design Implement Control

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Process Synergy and Transition Points Process Synergy and Transition Points

Define

Does a process / service / product exist?

Improve Control Implement Design Select Assess Analyze Measure

Is improvement a new process / service / product? Is current process capable of more?

New Project Idea New Project Idea

Yes No Yes No Yes No

Design for Six Sigma

New process / product

DMAIIC

Process Improvement

14

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A DMAIIC Overview A DMAIIC Overview

Client-driven, consistent, metrics focused, results oriented

Improve Control Define Implement Analyze

• What are we trying to achieve?
• Who are the people to involve?
• Who has the knowledge required?
• Who are the clients?
• What are the current

processes?

• How are we currently

performing for our clients?

• How are we currently

performing for our shareholders / employees?

• Where are the problems with
• ur current performance?
• What are the root causes?
• What are some quick hits for

immediate improvement?

• What should we change to make

improvements?

• How will we achieve this?
• Who’s ‘buy-in’ do we need?
• What should the controls be ?
• Is implementation on

track?

• Are the controls in

place?

• Are the improvements being sustained?
• Are we continually measuring our

performance against client expectations?

• Did we capture the learnings from this

project?

Measure

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XP Overview XP Overview

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XP Context XP Context

What is Agile?

An adaptive approach to solving business problems that

focuses on communication, collaboration, delivery and change.

“Outside the room.”

What is Extreme Programming?

One of several agile methods. An innovative, deliberate and disciplined approach to

software development.

Developers, QA and Business in the same room (where

applicable)

“Inside the room.”

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The Agile Manifesto The Agile Manifesto

We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more.

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Agile Distilled Agile Distilled

What are the characteristics of an Agile process? An agile process …

… seeks to satisfy the customer through early and continuous delivery of valuable software as its highest priority. … welcomes changing requirements, even late in development. Agile harnesses change for the customer’s competitive advantage. … delivers working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter time scale. … requires that business people and developers work together daily throughout the project. … builds around motivated individuals. Give them the environment and support they need, and trust them to get the job done. … promotes face-to-face conversation as the most efficient and effective method of conveying information to and within a development team.

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Agile Distilled (continued) Agile Distilled (continued)

An agile process …

… uses working software as the primary measure of progress. … promotes sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. … pays continuous attention to technical excellence and leverages good design to enhance agility. … demands simplicity--the art of maximizing the amount of work not done. … relies on self-organizing teams to generate the best architectures, requirements, and designs. … asks the team to reflect at regular intervals on how to become more effective, then tune and adjust its behavior accordingly.

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XP Values, Principles and Practices XP Values, Principles and Practices

“Anyone can make the simple complicated. Creativity is making the complicated simple.” “Anyone can make the simple complicated. Creativity is making the complicated simple.”

Charles Mingus

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Why “Extreme”? Why “Extreme”?

XP is a highly disciplined approach to software development that places quality at its core, and takes quality practices to the “extreme”:

Testing

Failed unit tests = entry criteria for coding Unit tests = 100%

Peer reviews

Pair programming

Customer involvement

On-site, daily Customer-driven iteration content

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Why “Extreme” (cont.) Why “Extreme” (cont.)

Component integration

Often / Continuous

Time to market

Small releases

Refactoring

Continual Collective code ownership

Simplicity

“The simplest thing that could possibly work”

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XP – Values XP – Values

Communication Feedback Simplicity Courage Respect (new)

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XP – Basic Principles XP – Basic Principles

Rapid feedback Assume simplicity Incremental change Embracing change Quality work

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XP Practices XP Practices

XP is expressed through ~13 key disciplines (practices): Practice Addresses

The Planning Game Priority, sequence, scope Small releases Time to market Metaphor Design context Simple design Incremental value delivery Testing Quality "baked in" Refactoring Code quality Pair programming Peer reviews, cross training Collective ownership Team culture Continuous integration Iterative build & test Sustainable pace Work / life balance On-site customer Immediate feedback Coding standards Code quality Whole Team Teamwork

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Practice “Rings” Practice “Rings”

Key

• Blue Ring:

Developer practices

• Green Ring:

Development team practices

• Red Ring:

Entire team practices

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XP – Global Presence XP – Global Presence

U.S.A. Europe (Other) UK South America Canada Australia France Germany Italy India Japan South Pacific Ireland Asia (Other)

Source: extremeprogramming@yahoogroups.com

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Simple Rules Simple Rules

“Simple, clear purpose and principles give rise to complex, intelligent behavior.” “Complex rules and regulations give rise to simple, stupid behavior.”

Dee Hock Founder and CEO emeritus, Visa International

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XP/CMMI XP/CMMI

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Process Improvement & CMMI: Overview Process Improvement & CMMI: Overview

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Dealing With Process Dealing With Process

Process exists whether we acknowledge it or not.

The only question is- do we take a structured and systematic approach to managing it, or do we allow it to develop organically?

CATEGORY PROCESS AREA Process Management

• Organizational Process Focus
• Organizational Process Definition
• Organizational Training
• Organizational Process

Performance

• Organizational Innovation and

Deployment Project Management

• Project Planning
• Project Monitoring and Control
• Supplier Agreement Management
• Integrated Project Management
• Risk Management
• Quantitative Project Management

Engineering

• Requirements Management
• Requirements Development
• Technical Solution
• Product Integration
• Verification
• Validation

Support

• Configuration Management
• Process and Product Quality

Assurance

• Measurement and Analysis
• Causal Analysis & Resolution
• Decision Analysis and Resolution

CMMI Process Areas CMMI Process Areas

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CMMI Representations CMMI Representations

Staged

Goals-Process Areas-Practices PA’s pre-selected Maturity levels (1-5)

Continuous

Goals-Process Areas-Practices Select PA’s Capability levels within PA’s (0-5)

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Staged CMMI Structure: Staged CMMI Structure:

1:Initial 2:Project 3:Org 4:Metrics 5:Optimal

G O A L S P R A C T I C E S S U B P R A C T I C E S P R O C E S S A R E A S M A T U R I T Y L E V E L S

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CMMI Continuous Structure: CMMI Continuous Structure:

1:Initial

GOALS PRACTICES PROCESS AREAS 0:Incomplete 1:Performed 2:Managed 3:Defined 4:Quantative 5:Optimizing GENERIC SPECIFIC SUBPRACTICES

C A P A B I L I T Y L E V E L

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CMMI & eXtreme Programming: Synergies CMMI & eXtreme Programming: Synergies

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Conflicting Perspectives? Conflicting Perspectives?

CMMI

CMMI is an interpretive model At a Macro level, CMMI

provides a framework for developing an end-to-end perspective for product development

At a Micro level, CMMI provides

process and practice solutions for controlling work

XP

XP is a more specific set of

prescribed methods

XP provides the process and

techniques required to deliver a collaboratively developed set

• f solutions in rapid

succession

XP is (necessarily)

development-centric

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CMMI/XP Alignment CMMI/XP Alignment XP

PPQA

Process QA

MA

Measurement & Analysis

OPP

Org Performance

OT

Org Training OID Org Innovation

OPF

Org Proc Focus

OPD

Org Proc Definition

RD

Requirements Development

PI

Prod Integ

RM

Requirements Management

TS

Technical Solution

SAM

Supplier Mgmt

QPM

Quant Mgmt

PP

Planning PMC Monitoring & Control

IPM

Integrated Mgmt

RSKM

Risk Mgmt

CAR

Causal Analysis

CM

Configuration Mgmt

DAR

Decision Analysis

Refactoring Collective Ownership Testing Sustainable Pace Onsite Customer Coding Standards

CMMI

Organizational Project Engineering Support

Va

Validation

Ve

Verification

Metaphor Simple Design Pair Programming Continuous Integration Planning Game Small Releases

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XP/CMMI Alignment XP/CMMI Alignment

OUT OF SCOPE: SAM, RSKM, QPM, CAR, MA, DAR, OPP, OID

PI

Prod Integ

Coding Standards Re- factoring Testing Simple Design Metaphor Small Releases Planning Game Onsite Customer Sustainable Pace Continuous Integration Collective Ownership Pair Programming

TS

Technical Solution

OPD

Org Proc Definition

OT

Org Training

Va

Validation

XP

TS

Technical Solution

RD

Requirements Development

RD

Requirements Development

IPM

Integrated Mgmt

OPF

Org Proc Focus

CM

Configuration Mgmt

CM

Configuration Mgmt

OPD

Org Proc Definition

OT

Training PQA Process QA

Va

Validation

Ve

Verification

TS

Technical Solution

RD

Requirements Development

TS

Technical Solution

RM

Requirements Management

CM

Configuration Mgmt

RM

Requirements Management

PMC

Monitoring & Control

PP

Planning

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CMMI & XP: The Stupid Seven CMMI & XP: The Stupid Seven

Misconceptions

CMMI is too bureaucratic to coexist with XP

They’re definitely compatible if CMMI is interpreted and deployed

appropriately

CMMI requires a linear approach to software development

Use of CMMI is absolutely conducive to iterative development

CMMI is only suitable for large organizations and projects

If scaled properly, CMMI may be deployed in large or small enterprises

CMMI is incompatible with a collaborative development approach

CMMI is inherently compatible with integrated product development

CMMI is a method and/or a standard

CMMI is a model, it should be used as a framework

XP requires no documentation

Effective XP requires minimal, but consistent, documentation

Agile development is creative and open with little or no real structure

required

XP is a highly structured and disciplined method

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JPMorgan Chase Case Study JPMorgan Chase Case Study

Six Sigma Findings XP Implementation Results Six Sigma Findings XP Implementation Results

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Lofty Goals Lofty Goals

Better

Fewer defects

Cheaper

Reduce project effort

Faster

Reduce project duration

Quality of Life

Enjoy work life better Do less of it

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Executive Sponsorship Executive Sponsorship

Business

SVP – Internet Channel Senior Product Manager

Technology

SVP / CTO – Regional Bank CTO – Internet Technology

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Six Sigma Findings Six Sigma Findings

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VOC - Business VOC - Business

For business: better, on-time delivery of agreed functionality (stories) are most important.

#

Wtd Voice of the Customer (VOC) Critical to Quality (CTQ) CTQ Measures

1

1.54 Quality product Minimum defects # defects found in QA / UAT / production per unit of functionality # defects found in user sign-off per unit of functionality

2

2.26 On-time delivery All agreed stories delivered on time % stories delivered for each iteration

3

3.52 All scoped functionality delivered All committed iteration stories delivered % stories delivered for each iteration

4

4.42 Faster time to market Reduce time from story delivery to production # days / unit of functionality

5

6.04 Sound architecture Best in class technology Applications are scalable, secure # hours of technology-driven rework

6

6.40 On budget No cost overruns $ variance

7

6.58 Accurate project scoping All committed stories included in release # committed stories not included

8

6.76 Technical input on alternatives Business understand technical trade-

• ffs that may impact their decisions

# unapproved technical / infrastructure stories requested by development

9

7.12 Business understands about technology / infrastructure / application limits Informed business decisions are made # hours of technology-driven rework

10

7.66 Technology works within the business structure Business can ensure their other touch-points are included as needed # hours waiting for business dependencies

11

8.20 Development activities fit in business resource constraints Eliminate redundant documents / activities Decrease distractions (bus & tech) # hours spent on redundant docs # hours / week distractions

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CTQ Data CTQ Data

Top CTQs / CTQ Measures from VOC / VOB / VOE were combined to eliminate overlap (particularly around defect measures).

Committed Features

% stories delivered

Defects

# total defects / unit of functionality # TRs related to requirements mis-match (WAD)

Costs

$ / unit of functionality # XP resources – deployment

Duration

# days duration / unit of functionality

Miscellaneous

# missed communication plan events # manual steps - deployment

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QFD – House 1 QFD – House 1

High quality and delivery of committed functionality (on time delivery) are top priority.

Symbol Meaning Score H High 9 M Medium 3 L Low 1

Minimize defects 1.54 4.46 Deliver project success criteria 1.61 4.39 Committed stories delivered on time 2.26 3.74 Correct code delivered 3.67 2.33 Shorten duration - story to production 4.42 1.58 Maximize development ROI / effort 4.48 1.52 Communication plan executed 4.68 1.32 * - Still to be defined Key:

M

• H

L M H H H

1

H

• H

UOF - Unit of Functionality (size metric)

L M

1 * 95 100 2 100

M M L L L

Specs

+

• Importance

Target 100 CTQ Importance = 6 - VOC Score (rank) Importance *

H

2 * * 1 1 2 * *

• H

# XP resources - deployment VOC Score

+

82 54 32 18 12 6

Critical to Quality (CTQs) CTQ Measures

# total defects / UOF % stories delivered # TRs - req. mis-match (WAD) # days duration / UOF $ / UOF # missed comm plan events # manual deploy steps (XP)

10 20 30 40 50 60 70 80 90 100 # total defects / UOF % stories delivered # TRs - req. mis-match (WAD) # days duration / UOF $ / UOF # missed comm plan events # manual deploy steps (XP) # XP resources - deployment

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Break Break

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JPMorgan Chase Case Study (continued) JPMorgan Chase Case Study (continued)

XP Implementation XP Implementation

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High Level Process High Level Process

Envision

Envision Phase Business vision Business case Road map Project charter

Speculate

Speculate Phase Shared understanding Prioritized stories Story estimates Initial iteration plan

Iterate

Iterate Phase Story details / tasks Test strategy Unit test / code QA / User sign-off

Monitor

Monitor Phase Lessons learned Adaptive actions Process metrics

Release

Release Phase Package Distribute Feedback response

Continuous Activities

Continuous Activities Project status Updated financials Communication plan

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Anatomy of an Iteration Anatomy of an Iteration

Envision Iterate Speculate Monitor Iteration

During Iteration Update progress daily Use test-first development Pair program Continuously integrate Obtain QA (internal) sign-off Obtain user sign-off

Business Planning

Business Planning Create business vision Develop business case Write high-level stories

RP

Release Planning Create shared understanding Prioritize stories Estimate stories Identify dependencies

IP

Iteration Planning Re-prioritized stories Write story details Prepare test scenarios Identify technology spikes Identify major refactoring Iteration Kick-Off Determine availability Identify story tasks Update story estimates Confirm plan Iteration Close Confirm accomplishments Discuss lessons learned Update velocity

QA UAT

Additional Iterations Based on:

• Required content
• Release date

. . . . .

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Parallel Activities Parallel Activities

Envision

Bus IT

Speculate

Bus IT

Monitor

Bus IT

Plan

Bus IT

Iterate Develop

Bus IT

Plan

Bus IT

Develop

Bus IT

Plan

Bus IT

Develop

Bus IT

Develop

Bus IT

Plan

Bus IT

Plan

Bus IT

Envision

Bus IT

Speculate

Bus IT

Week n+6 Week n-6 Week n-4 Week n-2 Week n Week n+2 Week n+4 QA / UAT

Bus IT

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XP Stories XP Stories

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The Story The Story

The story is a unit of functionality in an XP project. We demonstrate progress by delivering tested, integrated code that implements a story. Story Evolution

Business Vision

Long-term functionality view (6-18 months)

High-level Stories

Functionality that delivers value Small enough to estimate Prioritized

Story Details

“Just enough” detail Use cases work well Includes high-level test scenarios Updated to reflect reality

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Story Tracking Story Tracking

Future Ready Active User Ready QA Ready Done Release Ready External QA

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Real World Real World

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Sample Sample

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User Sign-Off User Sign-Off

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Wiki Wiki Wiki Wiki

(Hawaiian for quick quick) (Hawaiian for quick quick)

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Repository Contents Repository Contents

Wiki Overview Iteration Management

Time Tracker Current Iteration Iteration Details JOE Awards

Development

Test Coverage Interesting Items

QA

Functional Testing Rules CFT Knowledge Transfer

XP QA Automation Matrix

Front Page

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“In God we trust.

Results Results

All others must provide data.”

• W. Edwards Deming

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Results - Metrics Results - Metrics

Defects

Total

Include all severities

Critical

Only the highest severity

Working as Designed

Points to business / technology disconnect

Effort & Duration

Cost & calendar time

Size - QA test cases

Best size metric

Quality of Life

Business

81% better / much better

Technology

77% better / much better

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Satisfaction Categories Satisfaction Categories

Overall job satisfaction Work / life balance Quality of work environment Teamwork Relationship with bus / tech counterpart Quality of tools Feel valued by the company Effectiveness at your job Level of accomplishment

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Metrics – Defects Metrics – Defects

Total Defects

0.00 2.00 4.00 6.00 8.00 10.00 12.00 14.00 Non-XP A Non-XP B Non-XP C Non-XP D XP 1 XP 2 XP 3 XP 4 XP 5 XP 6

Non-XP XP Non-XP XP

Critical Defects

0.00 0.20 0.40 0.60 0.80 1.00 1.20 Non-XP A Non-XP B Non-XP C Non-XP D XP 1 XP 2 XP 3 XP 4 XP 5 XP 6

Non-XP XP Non-XP XP

Working As Designed

0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 Non-XP A Non-XP B Non-XP C Non-XP D XP 1 XP 2 XP 3 XP 4 XP 5 XP 6

Non-XP XP Non-XP XP

63% reduction 38% reduction 79% reduction

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Metrics – Effort / Duration Metrics – Effort / Duration

Duration (Days)

0.00 1.00 2.00 3.00 4.00 5.00 6.00 Non-XP A Non-XP B Non-XP C XP 1 XP 2 XP 3 XP 4

Non-XP XP Non-XP XP

Effort (Hours)

0.00 5.00 10.00 15.00 20.00 25.00 Non-XP A Non-XP B Non-XP C XP 1 XP 2 XP 3 XP 4

Non-XP XP Non-XP XP

44% reduction 47% reduction

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Other XP Metrics Other XP Metrics

How We Measure Ourselves How We Measure Ourselves

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Metrics Categories Metrics Categories

Release Level

Defects

Total Critical Working as Designed (WAD)

Effort / Duration

Iteration Level

Velocity Stories Delivered

Daily

IDH Delivered IDH Remaining

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Metrics – Iteration Metrics – Iteration

Stories Delivered

5 10 15 20 25

2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19

Iteration

0% 25% 50% 75% 100% 125% 150%

Planned Delivered % Moving Avg.

Velocity

0.00 0.10 0.20 0.30 0.40 0.50 0.60 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19

Iteration

Actual Moving Average

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Metrics – Daily Metrics – Daily

IDH Delivered

0.0 20.0 40.0 60.0 80.0 100.0 120.0 140.0 160.0 180.0 200.0 6-Oct 7-Oct 8-Oct 9-Oct 10-Oct 14-Oct 15-Oct 16-Oct 17-Oct Planned Actual

IDH Remaining

0.0 20.0 40.0 60.0 80.0 100.0 120.0 140.0 160.0 180.0 6-Oct 7-Oct 8-Oct 9-Oct 10-Oct 14-Oct 15-Oct 16-Oct 17-Oct Planned Estimated

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Exercise 2: XP/CMMI Cliché Combat Exercise 2: XP/CMMI Cliché Combat

Our goal is to invite, and capture, as many misinformed

“pearls of wisdom” related to Six Sigma/CMMI/XP.

Whether they are direct quotes or simple anecdotes, we

invite you to approach the mic and share.

In order to get the “juices flowing” and the “ball rolling”,

here are some of our favorites…

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XP/CMMI XP/CMMI

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JPMorgan Chase Case Study (continued) JPMorgan Chase Case Study (continued)

The CMMI Perspective The CMMI Perspective

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JPMC Strategy JPMC Strategy

Roadmap:

Baseline Assessment Implement:

Address Gaps Establish PAL Deploy & Train Upgrade Interim Assessment

Measure (Assess/metrics)

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Starting Point Starting Point

CMMI Class C: Baseline Assessment

5.3 5 5.9 5.7 5 4.6 5.9 6.1 4.6

1 2 3 4 5 6 7 8 9 10 PP PMC RM RD TS PI VE VA CM

Performed a 2-day CMMI Class C (Mini Assessment), based upon very limited scope and sample set Indicator Scores: 1-3 Weak 3-5 Progressing 6-7 CL 2 8-10 CL 3

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Baseline Findings & Target Profile Baseline Findings & Target Profile

The Baseline Assessment

indicated that the XP program was on the cusp of satisfying CMMI Capability Level 2 across the in-scope Process Areas (PA)

By leveraging infrastructure

and assets from the existing PI program, and because of the relatively fast XP cycle-times, it was feasible to set an aspirational goal of attaining a CMMI Capability Level (CL) 3 profile within 9 months

P ro ce ss A re a C L T a rg e t C

• m

m en ts

O P F 3 T h is w a s co ve re d in th e w id e r co n te xt b y th e

• rg

a n iza tio n ’s P ro ce ss In itia tive O P D 3 T h is is co ve re d b y th e

• rg

a n iza tio n a l P ro ce ss In itia tive ’s P ro ce ss L ib ra ry T

• l- E

S P P lu s P P 3 E sta b lish b a sic (lig h t w e ig h t) p ro je ct m a n a g e m e n t p ro ce sse s w ith d u e co n sid e ra tio n to e ffe ctive e stim a tio n a n d th e e sta b lish m e n t o f a rtifa cts th a t su p p

• rt tra

ckin g P M C 3 E sta b lish b a sic (lig h t w e ig h t) p ro je ct tra ckin g p ro ce sse s th a t e n a b le a d e q u a te le ve ls o f g

• ve

rn a n ce , re p

• rtin

g a n d su p p

• rt

co rre ctive a ctio n R M 3 E sta b lish a ro b u st m e th

• d

fo r e licitin g , d e fin in g a n d b a se lin in g , tra cin g a n d m a n a g in g re q u ire m e n ts R D 3 E sta b lish a m e th

• d

fo r ite ra tive ly re fin in g a n d re w

• rkin

g re q u ire m e n ts (a n in n a te fe a tu re

• f X

P ) T S 3 E sta b lish a d e sig n m e th

• d
• lo

g y fu lly su p p

• rte

d b y in te rn a l sta n d a rd s a n d co n ve n tio n s P I 3 E sta b lish a p ro ce ss fo r su p p

• rtin

g a n in te g ra tio n stra te g y co ve rin g th e e n tire p ro je ct life cycle V e 3 E sta b lish a n d d e p lo y a se t o f sta n d a rd Q A m e th

• d

s e n co m p a ssin g P e e r R e vie w s th ro u g h Q A T e stin g V a 3 E sta b lish a n d d e p lo y a m e th

• d

fo r e n su rin g th a t clie n t/e n d

• u

se r n e e d s a re a d d re sse d (V O C , C lie n t su rve ys) C M 3 E sta b lish a sta n d a rd m e a n s fo r id e n tifyin g , sto rin g a n d co n tro llin g a rtifa cts (co d e , d

• cu

m e n ts, e n viro n m e n ts) P P Q A 3 T h is is co ve re d w a s th e w id e r co n te xt b y th e

• rg

a n iza tio n ’s P ro ce ss In itia tive M A 3 T h is is co ve re d w a s th e w id e r co n te xt b y th e

• rg

a n iza tio n ’s P ro ce ss In itia tive

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Roadmap Roadmap

Developing & Implementing The XP/CMMI Process

Performed a series of workshops with the entire team to capture and

define XP practices in standard SDLC format

Integrated XP SDLC within organization’s online Process Asset Library Promoted awareness and conducted briefings and OJT across team Captured feedback and adjusted XP SDLC Performed an interim CMMI Class B Assessment

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Organizational Process Library Organizational Process Library

PMO

Tailoring based upon

• ptional

and mandatory criteria applied at each level.

Policies Corporate PLC CMMI

Assoc Templates Detailed Processes Fast Ref Processes

SDLCs

Project Initiation

M a p p i n g

XP SDLC Project Team Point Of Ref

PPQA

WIKI Repository

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Conclusions: Conclusions:

XP/CMMI Working In Concert!

Deployment of CMMI can provide a framework for

implementing a more robust XP-based method

The rapid cycle times associated with XP enable

correspondingly quick development, piloting and deployment of a CMMI aligned process

CMMI contains a robust definition of engineering

practices

Because of the emphasis on product development, CMMI

provides a useful framework for engaging non- development groups (i.e. the business, operations, governance, support etc.)

If deployed as part of an organizational initiative, CMMI

can help promote awareness and propagate XP practices

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“The first step towards getting somewhere is to decide that you are not going to stay where you are.” “The first step towards getting somewhere is to decide that you are not going to stay where you are.”

Lessons Learned Lessons Learned

John Pierpont Morgan

Page 82

Summary Summary

Strategic Initiatives

Six sigma excellent for introducing XP XP highly compatible with CMM / CMMI

Organizational

Throughput is closely tied to organizational agility Barriers are stronger in minds than in reality Success is directly tied to level of business / technology collaboration &

availability

Project Preparation

Infrastructure setup required before development starts

Business ready for collaborative planning Training

Business & technology should be trained together

Consultants Speed Adoption

Business Technology

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Challenges Challenges

Reduce Time-to-Value

“Fast track” for project subset?

Team distractions

“Distraction-free zone”

Reduce principle on current “debt”

Automated UT / IT scripts for existing code base

Environment testing (OS / browsers)

VMWare

Keep enthusiasm in check

There’s much to learn

Decision-Making

Empowered, risk-accepting

Managing Change

Finding the balance

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XP Alone XP Alone

Does XP work? … Yes

XP Legal CMM Business Partners ISC Audit IRM Construction Partners Offshore EBS ETS QA UAT

Is XP optimized? … No

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XP Optimized XP Optimized

As more development partners become agile, both they and the XP team gain efficiency and effectiveness.

Sphere of Influence

XP Legal ISC Audit IRM Construction Partners Offshore EBS ETS CMM Business Partners QA UAT

Net effect = increased throughput

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Sphere of Influence - Example Sphere of Influence - Example

QA UAT QA UAT QA UAT QA UAT QA UAT Define / Develop QA UAT Before

Release

Iteration QA UAT QA UAT Optimize Iteration Iteration Iteration Iteration Iteration Iteration QA UAT XP looks the same Pilot “Release-Ready” Code Agile

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Parting Thoughts Parting Thoughts

Page 88

Complementary Approaches Complementary Approaches

Six Sigma

Driven by business needs Disciplined implementation Results verified through metrics

Extreme Programming

Better / cheaper / faster Improved quality of life

CMMI

Recognized framework Lends legitimacy

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Complementary Approaches Complementary Approaches

Six Sigma

Guides Implementation

Extreme Programming

Provides Process Framework

CMMI

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Q&A Q&A

Audience Participation Encouraged Audience Participation Encouraged

Where are you today?

Page 91

Contact Info Contact Info

Bob Jarvis

Bob.Jarvis@chase.com

Steve Gristock

Stephen.P.Gristock@chase.com