Integration Driven Development DevLin2013
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This document discusses strategies for large scale software development projects. It emphasizes establishing a shared understanding of what is being built through boundary objects and visualizations. Dependencies should govern integration, verification, and validation activities. Projects should start small and grow incrementally to manage complexity, with just enough architecture and validation at each stage. Lightweight adaptation of frameworks like Scaled Agile is recommended.
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Integration Driven Development DevLin2013
- 2. Knowit Technology Management Integration Driven Development Large Scale Software Intensive Systems Pär Hammarström Senior Mgmt Consultant Knowit Technology Management par.hammarstrom@knowit.se 072 202 6277 DEVLIN 2013 Linköping
- 3. What is the Best Development Method? It Depends! Contingency theory is a class of behavioral theory that claims that there is no best way to organize a corporation, to lead a company, or to make decisions. Instead, the optimal course of action is contingent (dependent) upon the internal and external situation. Technology Management
- 4. The Hidden Software Industry Up to 80 percent of the development cost is software related Most of the innovation is software related Technology Management
- 5. Scale IS a Problem Teams Handshakes 5 10 10 45 25 300 50 1125 Technology Management
- 6. What is Large Scale Product Development? A Shared Understanding about What to Build! Technology Management
- 7. The Forest and the Trees The Whole >> the Sum of its Parts Emergence comes from hindsight Technology Management
- 8. A Social Construct Technology Management
- 9. Community of Interest • Common Point of Reference • Different Meanings • Means of Coordina?on and Alignment • Means of Transla?on • Plas?c -‐ Working Arrangements • Different Concerns Simultanously Boundary objects are objects which are both plastic enough to adapt to local needs and constraints of the several parties employing them, yet robust enough to maintain a common identity across sites. They are weakly structured in common use, and become strongly structured in individual-site use. They may be abstract or concrete. They have different meanings in different social worlds but their structure is common enough to more than one world to make them recognizable, a means of translation. The creation and management of boundary objects is key in developing and maintaining coherence across intersecting social worlds. - Star & Griesemer Technology Management
- 10. A Shared Mental Model Dialogue through Visualiza9ons Technology Management
- 11. Design as a Duality – Seeing the Forest and the Trees Bracketing Gestalt Supports Formalism Dialogue Designers Needs Experimentation/Reflection Sensemaking - Analysis/Insight - Synthesis/Architecting - Detailed Design Technology Management
- 13. Different Views Functions/Capabilities Use Case model Show Balance Communicate with Withdraw Cash Bank Provide User Interface Authen?cate Customer Dispend Cash Check Balance Vault Cash Technology Management
- 14. Dependencies Governs Integration, Verification & Validation Anatomy Use Case model Dispend Cash Withdraw Cash Show Balance Vault Cash Customer Authen?cate Check Balance Provide User Interface Communicate With Bank Technology Management
- 15. The Anatomy day Technology Management
- 16. How to Eat an Elephant? Technology Management
- 17. Integration Plan Anatomy Day F G E C D A B Anatomy Increment Plan Incr ++ Integration Plan F G Spr 1 Spr 2 Spr 3 Spr 4 Incr ++ Team X A C E, F, G E Team Y B IV&V Incr C D Team Z D xBoxed Risk A B System V&V V&V V&V V&V Technology Management
- 18. All Large Systems Starts as Small Systems A B C D Integration Decreasing necessity skeleton Second wave Minimum Viable Product for Valida?on Third wave Technology Management
- 19. Scaled Agile Framework (Example) Product Backlog Product Product Vision Product Mgmt Architectural Runway System Architects Release Train Increment Backlog Integration Integration Integration Mgr Planning Incr Incr ++ System Valida?on / Spike System Valida?on / Spike Backlog Backlog Team Component Team/Sprint Team A Team Component Team B Sprints Sprints Technology Management A Lightweight adaption from Dean Leafingwell’s Scaled Agile Framework
- 20. Summary • A shared mental model of the system • Focus on dependencies • Create pull from valida?on needs • Just enough inten?onal architecture • Done is the engine of more • LIGHTWEIGHT ...it depends Technology Management