usc/cse executive workshop on agile experiences march 17, 2004 a raytheon agile experience

Intelligence and Information Systems

13/17/2004 © 2004 Raytheon Company

USC/CSE Executive Workshop on Agile Experiences

March 17, 2004A Raytheon Agile Experience

Bob LaBove

Raytheon Intelligence and Information Systems (IIS)

Garland, Texas


2© 2004 Raytheon Company3/17/2004

Agenda

•Raytheon Garland S/W Dev Process

•Why Agile?

•Program X Study

•Program X Engineering Model

•Process Challenges



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

Raytheon Garland S/W Dev Process



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

Why Agile?



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

Agile Themes



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

Program X



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

Program X Engineering Model



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

Program X Engineering Model Process



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

Program X Engineering Model Process(Cont)



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

Program X Engineering Model ProcessLesson Learned



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

Process Challenges

usc/cse executive workshop on agile experiences march 17, 2004 a raytheon agile experience

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