1 / 11

USC/CSE Executive Workshop on Agile Experiences March 17, 2004 A Raytheon Agile Experience

USC/CSE Executive Workshop on Agile Experiences March 17, 2004 A Raytheon Agile Experience. Bob LaBove Raytheon Intelligence and Information Systems (IIS) Garland, Texas. Agenda. Raytheon Garland S/W Dev Process Why Agile? Program X Study Program X Engineering Model Process Challenges.

Download Presentation

USC/CSE Executive Workshop on Agile Experiences March 17, 2004 A Raytheon Agile Experience

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. USC/CSE Executive Workshop on Agile Experiences March 17, 2004A Raytheon Agile Experience Bob LaBove Raytheon Intelligence and Information Systems (IIS) Garland, Texas

  2. Agenda • Raytheon Garland S/W Dev Process • Why Agile? • Program X Study • Program X Engineering Model • Process Challenges

  3. Raytheon Garland S/W Dev Process • Raytheon Garland is a SW/SE CMMI Level 3 Organization • Program planning is done per Raytheon’s Integrated Product Development System (IPDS) via tailoring workshops • The Software Development Plan for each program is tailored from 422 discipline requirements • Most recent and current programs utilize an incremental approach for Object Oriented development

  4. Why Agile? • We are constantly evaluating our processes for improvement and enhancements – Agile methodologies suggest areas for enhancement • Customers are beginning to request a more “agile” approach due to shorter schedules and fluid (or non-existent) requirements baselines

  5. Agile Themes • Agile recurring themes and characteristics under consideration • Deliver useful, working software early and continuously • Prioritized feature driven development • Early risk identification and mitigation • Incremental, iterative development with short iterations (measured in weeks) • Early, continuous test • Constant collaboration and communication – customer to developer and developer to developer • Collocation of team members • Small teams • Team empowerment • Accommodation of change • “Good Enough” documentation • Note: many of these items are present in varying degrees in current Raytheon processes

  6. Program X • Program X is addressing obsolescence issues on an existing Legacy system. • Currently in a study phase with program ATP expected this Fall • There is a stable requirements base • At the customer’s request, plans are to inject new technology to replace old technology (both H/W and S/W) on an aggressive schedule • The customer is open to using selected Agile methods to enhance our current development process • Current Process Plan • Rational Unified Process (RUP) (tailored) for overall program development • Inception Phase • Elaboration Phase • Construction Phase • Transition Phase • Tailored form of Scrum for team management

  7. Program X Engineering Model • The Program X Engineering model is being developed during the study phase to address several risks • A new system architecture • Adaptation of Agile Software Development methodologies • Use of the JAVA Language and tools, J2EE standards, Object to Relational Database mapping tool • A new resource management and control architecture and JAVA based display framework • Database performance, JAVA I/O performance and Workflow (product flow) performance • A full development exercise

  8. Program X Engineering Model Process • Using a tailored version of Scrum • Teams • 3 Scrum Teams – 16 S/W Engineers (8, 3, 5) • Technical Synchronization – 1 System Architect and 2 S/W Architects • Test Group – 3 S/W Engineers • First Release is 9 Sprints • Each Sprint is 4 weeks long • Prioritized Backlog and Sprint Backlogs • Daily Scrums and Weekly Scrum of Scrums • The 3 questions • What have you accomplished since the last meeting? • What do you plan to accomplish by the next meeting? • What were your impediments? • Informal System Design Reviews with SE and S/W Architects • Sprint Reviews and Sprint planning sessions • Lessons Learned collected and applied for each Sprint • Often generate new Backlog items

  9. Program X Engineering Model Process(Cont) • Software Development Process Tool kit • Must do • Unit tests • Daily builds (SCM controlled) • Team programming (modified Pair Programming) • Simple designs • Continuous collaboration • Early continuous test and integration • No overtime as a goal • Optional • Pair programming (as in XP) • Utilization of design patterns • Refactoring • Brown bag sessions to share knowledge • Completed Sprint 8 on Feb 27 with Sprint 9 to complete March 26

  10. Program X Engineering Model ProcessLesson Learned • What is going well • Productivity numbers at the end of Sprint 8 suggest an increase in productivity over past programs • Team morale is very high – most team members like the process • Daily Scrums and Weekly Scrum of Scrums are very useful • Team members liked having a prioritized list to work from and being able to focus on one Sprint at a time • Scrum Masters like the Sprint Backlog and the Daily Scrums as tools for tracking individuals as well as team progress • The customer is very enthusiastic about this process • What needs improvement • Tendency to overload Sprint Backlog lists • Managing the Backlog list for 3 teams became difficult and time consuming (using EXCEL spreadsheets) • Earned Value Management will be a challenge

  11. Process Challenges • Process challenges currently being addressed • Earned Value Management approach • Collecting Data on the EM effort to use in developing the approach • Applying the concepts of • Remaining work left to be done vs. amount of work accomplished • Working off a prioritized list in time box windows vs. working scheduled tasks • Approval by Customer and Raytheon approval authority • Compliance with CMMI and Raytheon Processes • Degree of agileness to implement • Approval by Customer and Raytheon approval authority • Backlog Management Process

More Related