agile methods cost of quality: benefits of testing early & often
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Agile Methods
Cost of QualityBenefits of Testing Early & Often
Dr. David F. Rico, PMP, ACP, CSM
Twitter: @dr_david_f_ricoWebsite: http://www.davidfrico.com
LinkedIn: http://www.linkedin.com/in/davidfricoFacebook: http://www.facebook.com/profile.php?id=1540017424
Dave’s Agile Articles: http://davidfrico.com/agile-message.doc
Author Background DoD contractor with 28+ years of IT experience B.S. Comp. Sci., M.S. Soft. Eng., & D.M. Info. Sys. Large gov’t projects in U.S., Far/Mid-East, & Europe
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Published six books & numerous journal articlesAdjunct at George Wash, UMBC, UMUC, ArgosyAgile Program Management & Lean DevelopmentSpecializes in metrics, models, & cost engineeringSix Sigma, CMMI, ISO 9001, DoDAF, & DoD 5000Cloud Computing, SOA, Web Services, FOSS, etc.
Today’s Whirlwind Environment
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OverrunsAttritionEscalationRunawaysCancellation
GlobalCompetition
DemandingCustomers
OrganizationDownsizing
SystemComplexity
TechnologyChange
VagueRequirements
Work LifeImbalance
InefficiencyHigh O&MLower DoQVulnerableN-M Breach
ReducedIT Budgets
81 MonthCycle Times
RedundantData Centers
Lack ofInteroperability
PoorIT Security
OverburdeningLegacy Systems
ObsoleteTechnology & Skills
Pine, B. J. (1993). Mass customization: The new frontier in business competition. Boston, MA: Harvard Business School Press. Pontius, R. W. (2012). Acquisition of IT: Improving efficiency and effectiveness in IT acquisition in the DoD. Second Annual AFEI/NDIA Conference on Agile in DoD, Springfield, VA, USA.
Traditional Projects
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Big projects result in poor quality and scope changes Productivity declines with long queues/wait times Large projects are unsuccessful or canceled
Jones, C. (1991). Applied software measurement: Assuring productivity and quality. New York, NY: McGraw-Hill.
Size vs. Quality
Def
ect
Den
sity
0.00
3.20
6.40
9.60
12.80
16.00
0 2 6 25 100 400
Lines of Code (Thousands)
Size vs. Productivity
Cod
e P
rodu
ctio
n R
ate
0.00
1.00
2.00
3.00
4.00
5.00
0 2 6 25 100 400
Lines of Code (Thousands)
Size vs. Requirements Growth
Per
cent
age
0%
8%
16%
24%
32%
40%
0 2 6 25 100 400
Lines of Code (Thousands)
Size vs. SuccessP
erce
ntag
e
0%
12%
24%
36%
48%
60%
0 2 6 25 100 400
Lines of Code (Thousands)
Global Project Failures
5Standish Group. (2010). Chaos summary 2010. Boston, MA: Author.Sessions, R. (2009). The IT complexity crisis: Danger and opportunity. Houston, TX: Object Watch.
Challenged and failed projects hover at 67% Big projects fail more often, which is 5% to 10% Of $1.7T spent on IT projects, over $858B were lost
16% 53% 31%
27% 33% 40%
26% 46% 28%
28% 49% 23%
34% 51% 15%
29% 53% 18%
35% 46% 19%
32% 44% 24%
33% 41% 26%
0% 20% 40% 60% 80% 100%
1994
1996
1998
2000
2002
2004
2006
2008
2010
Year
Successful Challenged Failed
$0.0
$0.4
$0.7
$1.1
$1.4
$1.8
2002 2003 2004 2005 2006 2007 2008 2009 2010
Trill
ions
(US
Dolla
rs)
Expenditures Failed Investments
Requirements Defects & Waste
6Sheldon, F. T. et al. (1992). Reliability measurement: From theory to practice. IEEE Software, 9(4), 13-20Johnson, J. (2002). ROI: It's your job. Extreme Programming 2002 Conference, Alghero, Sardinia, Italy.
Requirements defects are #1 reason projects fail Traditional projects specify too many requirements More than 65% of requirements are never used at all
Other 7%
Requirements47%
Design28%
Implementation18%
Defects
Always 7%
Often 13%
Sometimes16%
Rarely19%
Never45%
Waste
NetworkComputer
Operating SystemMiddlewareApplications
APIsGUI
How Agile Works Agile requirements implemented in slices vs. layers User needs with higher business value are done first Reduces cost & risk while increasing business success
7Shore, J. (2011). Evolutionary design illustrated. Norwegian Developers Conference, Oslo, Norway.
Agile Traditional1 2 3 Faster
Early ROI
Lower Costs
Fewer Defects
Manageable Risk
Better Performance
Smaller Attack Surface
Late
No Value
Cost Overruns
Very Poor Quality
Uncontrollable Risk
Slowest Performance
More Security Incidents Seven Wastes1.Rework2.Motion3.Waiting4.Inventory5 .Transportation6.Overprocessing7 .Overproduction
MINIMIZES MAXIMIZES
JIT, Just-enough architecture Early, in-process system V&V Fast continuous improvement Scalable to systems of systems Maximizes successful outcomes
Myth of perfect architecture Late big-bang integration tests Year long improvement cycles Breaks down on large projects Undermines business success
What is Agile Testing? Traditional testing is a late, manual process Agile testing is an early and automated process The goal of agile testing is to deliver early and often
8Rico, D. F. (2012). Agile testing resources. Retrieved Sep. 9, 2012, from http://davidfrico.com/agile-testing-resources.txtCrispin, L., & Gregory, J. (2009). Agile testing: A practical guide for testers and agile teams. Boston, MA: Addison-Wesley.Grant, T. (2005). Continuous integration using cruise control. Northern Virginia Java Users Group (Novajug), Reston, Virginia, USA.
Traditional Testing
Combining source files
Combining software and environment
Combining software and data
Combining software and tests
Combining developers
Agile Testing
Code is frequently checked in
Code is automatically retrieved
Compilation is done automatically
Tests are done automatically
Code reports are generated
Developers get instant feedback
Code is automatically deployed or packaged for delivery
Thousands of TestsContinuously Executed
No More Late BigBang Integration
Agile Testing Model User needs designed & developed one-at-a-time Changes automatically detected, built, and tested System fully tested and deployed as changes occur
9Humble, J., & Farley, D. (2011). Continuous delivery. Boston, MA: Pearson Education.Duvall, P., Matyas, S., & Glover, A. (2006). Continuous integration. Boston, MA: Addison-Wesley.
BuildIntegration
Server
VersionControlServer
BuildScripts
UsesWatches
BuildStatus
ProvidesDeveloper A
Developer B
Developer C
CommitsChanges
CommitsChanges
CommitsChanges
Builds
Database
Analysis
Testing
Reporting
Documentation
Deployment
Early, Automated, Fast,Efficient, & Repeatable
Constant ReadinessState & CM Control
Lean, Waste Free, Low WIP,No Deadlocked Test Queues
Rapidly & SuccessfullyDev. Complex Systems
Agile Testing Done Early & Often Eliminates big-bang integration in the 11th hour Creates a repeatable and reliable testing process Evaluates system-wide changes throughout project
10Maeda, M. K. (2009). Agile testing: Early, often, and Smart. Arlington, MA: Cutter Consortium.
Agile Testing Practices Agile testing consists of seven broad practices Includes automated builds, testing, inspections, etc. Also includes reporting, documentation, deployment, etc.
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Practice
Building
Database
Inspections
Testing
Feedback
Documentation
Deployment
Description
Frequently assembling products and services to ensure delivery readiness
Frequently generating/analyzing database schemas, queries, and forms
Frequently performing automated static analysis of product/service quality
Frequently performing automated dynamic product and service evaluation
Frequently generating automated status reports/messages for all stakeholders
Frequently performing automated technical/customer document generation
Frequently performing automated delivery of products/services to end users
Duvall, P., Matyas, S., & Glover, A. (2006). Continuous integration: Improving software quality and reducing risk. Boston, MA: Addison-Wesley.Humble, J., & Farley, D. (2011). Continuous delivery. Boston, MA: Pearson Education.
Agile Testing Workflow
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Traditional vs. Agile Cumulative Flow
Wor
k (S
tory
, Poi
nt, T
ask)
or E
ffor
t (W
eek,
Day
, Hou
r)
Time Unit (Roadmap, Release, Iteration, Month, Week, Day, Hour, etc.)
Wor
k (S
tory
, Poi
nt, T
ask)
or E
ffor
t (W
eek,
Day
, Hou
r)
Time Unit (Roadmap, Release, Iteration, Month, Week, Day, Hour, etc.)
Traditional Cumulative Flow Agile Cumulative Flow
Late big bang integration increases WIP backlog Agile testing early and often reduces WIP backlog Improves workflow and reduces WIP and lead times
Anderson, D. J. (2004). Agile management for software engineering. Upper Saddle River, NJ: Pearson Education.Anderson, D. J. (2010). Kanban: Successful evolutionary change for your technology business. Sequim, WA: Blue Hole Press.
Agile Testing Costs & Benefits
Grant, T. (2005). Continuous integration using cruise control. Northern Virginia Java Users Group (Novajug), Reston, Virginia, USA.Fredrick, J. (2008). Accelerate software delivery with continuous integration and testing. Japanese Symposium on Software Testing, Tokyo, Japan.
Most agile testing tools are “free” open source A build server is no more than a commodity PC 10x more efficient/effective than traditional testing
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Agile Testing Economics Traditional testing finds a defect in about 10 hours Manual code inspections find a defect in 1 hour Agile testing finds a defect every 6 minutes
14Rico, D. F. (2012). The Cost of Quality (CoQ) for Agile vs. Traditional Project Management. Fairfax, VA: Gantthead.Com.
Agile Cost of Quality (CoQ) Agile testing is 10x better than code inspections Agile testing is 100x better than traditional testing Agile testing is done earlier “and” 1,000x more often
15Rico, D. F. (2012). The Cost of Quality (CoQ) for Agile vs. Traditional Project Management. Fairfax, VA: Gantthead.Com.
Agile Testing Statistics Fewer builds leave in higher bug counts A high number of builds eliminates the defects Goal is to have as many, early builds as possible
16Lacoste, F. J. (2009). Killing the gatekeeper: Introducing a continuous integration system. Proceedings of the Agile 2009 Conference, Chicago, Illinois, USA, 387-392.
Scaling Agile Testing Agile testing slows down with very large systems Slow testing slows integration and increases bugs Agile testing can speed back up with proper attention
17Kokko, H. (2009). Increase productivity with large scale continuous integration. Proceedings of the Agile 2009 Conference, Chicago, Illinois, USA.
Wide Impact Tuning
Fast builds – less changes – more green
Parallelization of test runs
ClearCase to subversion
Pre-installing as much as possible
Removal of randomness
Compilation in memory
Installation starting parallel with system build
Focused Impact Tuning
More memory and CPUs
Parallelize builds
Replace 3rd party test libraries
Reduce/remove timeouts in tests
Select different tests
Refactor code & components
Tune the network & software
Tune the database
Agile Cost & Benefit Analysis Costs based on avg. productivity and quality Productivity ranged from 4.7 to 5.9 LOC an hour Costs were $588,202 and benefits were $3,930,631
18Rico, D. F., Sayani, H. H., & Sone, S. (2009). The business value of agile software methods: Maximizing ROI with just-in-time processes and documentation. Ft. Lauderdale, FL: J. Ross Publishing.
d1 = [ln(Benefits Costs) + (Rate + 0.5 Risk2) Years] Risk Years, d2 = d1 Risk Years
5
1i
Benefits of Agile Methods Analysis of 23 agile vs. 7,500 traditional projects Agile projects are 54% better than traditional ones Agile has lower costs (61%) and fewer defects (93%)
Mah, M. (2008). Measuring agile in the enterprise: Proceedings of the Agile 2008 Conference, Toronto, Canada.
Project Cost in Millions $
0.75
1.50
2.25
3.00
2.8
1.1
Before Agile
After Agile
61%LowerCost
Total Staffing
18
11
Before Agile
After Agile
39%LessStaff
5
10
15
20
Delivery Time in Months
5
10
15
20
18
13.5
Before Agile
After Agile
24%Faster
Cumulative Defects
625
1250
1875
2500
2270
381
Before Agile
After Agile
93%Less
Defects
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Agile vs. Traditional Success Traditional projects succeed at 50% industry avg. Traditional projects are challenged 20% more often Agile projects succeed 3x more and fail 3x less often
Standish Group. (2012). Chaos manifesto. Boston, MA: Author.
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Agile Traditional
Success42%
Failed9%
Challenged49%
Success14%
Failed29%
Challenged57%
Hoque, F., et al. (2007). Business technology convergence. The role of business technology convergence in innovation and adaptability and its effect on financial performance. Stamford, CT: BTM Institute. 21
Study of 15 agile vs. non-agile Fortune 500 firms Based on models to measure organizational agility Agile firms out perform non agile firms by up to 36%
Benefits of Organizational Agility
Agile Recap Agile methods DON’T mean deliver it now & fix it later Lightweight, yet disciplined approach to development Reduced cost, risk, & waste while improving quality
22Rico, D. F. (2012). What’s really happening in agile methods: Its principles revisited? Retrieved June 6, 2012, from http://davidfrico.com/agile-principles.pdfRico, D. F. (2012). The promises and pitfalls of agile methods. Retrieved February 6, 2013 from, http://davidfrico.com/agile-pros-cons.pdfRico, D. F. (2012). How do lean & agile intersect? Retrieved February 6, 2013, from http://davidfrico.com/agile-concept-model-3.pdf
What How ResultFlexibility Use lightweight, yet disciplined processes and artifacts Low work-in-process
Customer Involve customers early and often throughout development Early feedback
Prioritize Identify highest-priority, value-adding business needs Focus resources
Descope Descope complex programs by an order of magnitude Simplify problem
Decompose Divide the remaining scope into smaller batches Manageable pieces
Iterate Implement pieces one at a time over long periods of time Diffuse risk
Leanness Architect and design the system one iteration at a time JIT waste-free design
Swarm Implement each component in small cross-functional teams Knowledge transfer
Collaborate Use frequent informal communications as often as possible Efficient data transfer
Test Early Incrementally test each component as it is developed Early verification
Test Often Perform system-level regression testing every few minutes Early validation
Adapt Frequently identify optimal process and product solutions Improve performance
Conclusion
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Agility is the evolution of management thought Confluence of traditional and non-traditional ideas Improve performance by over an order of magnitude
“The world of traditional methods belongs to yesterday”“Don’t waste your time using traditional methods on 21st century projects”
Agile methods are …
Systems development approachesNew product development approachesExpertly designed to be fast and efficientIntentionally lean and free of waste (muda) Systematic highly-disciplined approachesCapable of producing high quality systemsRight-sized, just-enough, and just-in-time tools
Scalable to large, complex mission-critical systems Designed to maximize business value for customers
Wysocki, R.F. (2010). Adaptive project framework: Managing complexity in the face of uncertainty. Boston, MA: Pearson Education.
Books on ROI of SW Methods Guides to software methods for business leaders Communicates business value of software methods Rosetta stones to unlocking ROI of software methods
http://davidfrico.com/agile-book.htm (Description) http://davidfrico.com/roi-book.htm (Description)
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