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Continuous Delivery Effective Software Delivery under ridged Business Constraints

Continuous Delivery Effective Software Delivery under ridged Business Constraints. Kai-Uwe Maetzel kai-uwe_maetzel@us.ibm.com Chief Architect and Lead of Rational Team Concert IBM Rational. Overview. Product What is cost? Influencing cost Our process.

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Continuous Delivery Effective Software Delivery under ridged Business Constraints

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  1. Continuous Delivery Effective Software Delivery under ridged Business Constraints Kai-Uwe Maetzel kai-uwe_maetzel@us.ibm.com Chief Architect and Lead of Rational Team Concert IBM Rational

  2. Overview • Product • What is cost? • Influencing cost • Our process • Many of the aspects have been discussed in the software development methodology, project management and management literature. • This is a concrete example of what we doand why.

  3. Rational Team Concert • Team collaboration tool combining • agile and formal planning • task and defect tracking • source code management • build, packaging, deployment, and promotion • dashboards: queries and reports on life and historic data • configurable process • From small teams to large teams of teams • From MS Windows to z/OS • Eclipse, MS Visual Studio, Web, command line, MSSCCI, Window Shell integration, ISPF • Open protocols, numerous integrations

  4. Technologies • Java • modeling technologies for persisted data and wire transfer • C++, C#, .NET • JavaScript, HTML, CSS, Dojo • JDojo • relational databases, SQL • RDF triple stores, SPARQL • REST architecture • REX, DTL • distributed object caches, …. • …

  5. Team Toronto Paris Portland Ottawa Beijing Zurich Boston Tokyo Nantes Costa Mesa Raleigh Bangalore Sydney

  6. Other Facts • IBM Rational’s flagship product • Part of Rational’s Collaborative Lifecycle Management initiative • We develop RTC using RTC with new deployments at least every 4 weeks, but usually once a week • We develop transparently on jazz.net • We are an agile team using a mix of Scrum, XP, Kanban, … evolving since 1999 • strong skill set • Hundreds of builds a day (person, team, team of teams, project) • measure “everything” • … • ~ 80developers • development, L3, release engineering, deployment management, testing

  7. Business Measures • Effectiveness • Expense to Revenue (E/R) • Budget • Development budgetis based on an E/R. • Budget can be adjusted quarterly if deemed necessary but mostly relies on projected revenue. Projected revenue combines historic revenue and market trends. • Budget will become expense.

  8. Execution Measures • Execution goals • Grow revenue • Increase team productivity • Reduce team expense • Execution measures • Projected Revenue Impact of near future work • Team Velocity to Team Expense ratio • measured against the not yet released highest product version • Controllable factors • Selection of future work • Team Velocity • Team Expense

  9. Selection of Future Work: Growing Revenue • Increase number of people who try the product • Increase number of people who tried the product and then buy it • Increase the number of people who bought and then buy more • Decrease the number of people abandoning the product • Controllable factors • Quality perception • Meeting the needs of the customers

  10. Selection of Future Work • Ensure that the top of the backlog is prioritized to sustainably maximize revenue • estimate revenue impact of each backlog item • new revenue, incremental revenue, retained revenue, operational efficiency • revenue overlap between backlog items • work necessary to enable future revenue impacting plan items • reduce technical debt • re-architecting • infrastructure • Short feedback cycles allow for better revenue estimates • Transparency to allow involvement

  11. Team Velocity • Find effective composition and distribution of teams • prioritize co-location • ensure critical mass on all sites • utilize time zone affinities • mix of experience, culture, and skills • Pay upfront to avoid costly unproductive work later on (optimization problem) • customer critsits • customer handholding • maintenance work • educating sales and support teams on already released versions • manual testing • waiting for test machines to be available • waiting because of server down • following stupid processes • Track effort/cost for better future estimation by analogy

  12. Team Expense • Geographic location • Seniority of the team members • Salary levels • Hardware costs • Travel • … • If the revenue is acceptable, all these are superseded by Team Velocity.

  13. Process • Clear core values • Prioritized product backlog of plan items as single source of truth • Quarterly releases • Comprehensive Definition of Done • One Feature Team per plan item • Feature Teams are shielded by Run team • Feature Teams are supported by free-floating outstanding senior technical people • Fully automated build, test, and deployment pipeline • Monitor diligently • Process is clearly communicated

  14. Core Values • Simple. Fast. Elegant. • Seamless task flows. • Best of breed. • Your way. • Deep analysis. • Team focused. • Across teams, functions, projects. • Multi-platform. • Extensible. • Scalable. • Flexible deployment. • Secure. • Safe investment. (Open resource formats and stable APIs)

  15. Backlog

  16. Definition of Done

  17. Tracking the Done State

  18. Plan Item Cost

  19. Quality Goals

  20. Work Item Age

  21. Thank You

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