When Agile is a Quality Game Changer Webinar - Michael Mah, Philip Lew

2. About XBOSoft Dedicated to Software Quality Improvement Founded in 2006 We speed products to market with our expert: • Software QA consulting • Software testing Global team with offices in San Francisco & Beijing “Thorough, accurate and fast” XBOSoft, Inc. All Rights Reserved.

3. House Rules  Participants other than the speakers are muted  Ask questions in the GoToWebinar control on the right side of your screen or through Twitter @XBOSoft  Questions may be asked throughout the webinar - we’ll try to answer them at the end  You’ll receive info on recording after the webinar Webinar Hashtag: #AgileGameChanger XBOSoft, Inc. All Rights Reserved.

4. Meet the XBOSoft Team Philip Lew CEO and Founder, XBOSoft •Relevant specialties and passions o Software quality process, evaluation, measurement and improvement o Software quality in use / UX design o Mobile User Experience and usability o Cycling and travel XBOSoft, Inc. All Rights Reserved. Rachel Geibig Marketing Manager, XBOSoft •Emails you about our industry hot topic webinars •Invites you to download our latest trends in software testing white papers

5. With over 25 years of experience, Michael and his partners have derived productivity patterns for thousands of software projects collected worldwide across engineering and business applications. His current work examines time-pressure dynamics of teams, and its role in project success and failure. In addition to his background in physics and electrical engineering, he is a mediator specializing in dispute resolution for technology projects. • Director of the Benchmarking Practice at the Cutter Consortium, a Boston-based IT think-tank • Past editor of IT Metrics Strategies publication • Managing partner at QSM Associates Inc. based in Massachusetts • Teaches, writes, and consults to companies on measuring, estimating and managing software projects, whether in-house, offshore, waterfall, or agile He has a degree in electrics engineering from Tufts University. His training on dispute resolution, mediation, and participatory processes is from the Program on Negotiation at Harvard Law School and the Radcliffe Institute for Advanced Study. Michael is also a private pilot and lives in the mountains of Western Massachusetts. Michael Mah

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10. Rayleigh Curve Defect Rate 0 20 40 60 80 100 120 140 160 Defect Type (All) Count of Severity* Create Date Status Mode Status Severity* TR-Version Product+*

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16. The QSM SLIM Database QSM maintains the world’s largest benchmarking database of 12,000+ completed software projects collected worldwide. We put industry productivity statistics on the desktop. The QSM SLIM database contains projects in all industries, waterfall, Agile, offshore/outsourced, in-house, new development, and maintenance. SLIM tools enable managers to measure and estimate and in- flight forecast Agile and waterfall projects.

17. Partial List of Clients British Telecom SAP Microsoft Intel AT&T/BellSouth Nationwide Motorola Verizon Wireless Roche Diagnostics Fiserv Corp IBM Global Misys Healthcare JPMorganChase Boeing Bank of New York Mellon Lockheed Martin Progressive Insurance DirecTV

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23. Input to SLIM Size Time Defects Effort

24. Trendline Assessment – Defects/Quality Defects During Test 100 1,000 Effective SLOC (thousands) 10 100 1,000 10,000 Errors(SysInt-Del) Rel 5.0 Rel 6.0 Rel 6.5 Rel 7.5 Rel 7.0 Rel 8.0 Rel 5.0 Rel 6.0 Rel 6.5 Rel 7.5 Rel 7.0 Rel 8.0 Business Sy stems Av ionic Sy stems Command & Control Microcode Sy stems Process Control QSM 2005 Business Av g. Line Sty le 1 Sigma Line Sty le Far Fewer Defects: 50% - 66% Below Industry

25. Trendline Assessment – Build Phase Schedule Main Build Phase Duration vs Size 100 1,000 Effective SLOC (thousands) 1 10 100 Time(Months) Rel 5.0 Rel 6.0 Rel 6.5 Rel 7.5 Rel 7.0 Rel 8.0 Rel 5.0 Rel 6.0 Rel 6.5 Rel 7.5 Rel 7.0 Rel 8.0 Business Sy stems Av ionic Sy stems Command & Control Microcode Sy stems Process Control QSM 2005 Business Av g. Line Sty le 1 Sigma Line Sty le Schedules are Half Industry

26. Industry Average Current Performance Delta Project Cost $3.5 Million $2.2 Million -$1.3M Schedule 12.6 months 7.8 months -4.8 mos QA Defects 242 121 -50% Staffing 35 35 n/a Follett vs. Industry Average

27. Short Feedback Loops Paired programmers Instantaneous code reviews Accelerated learning and execution Face to face communication channel

28. Time Boxing Short iterations Clear and discernible progress Anticipation of the next important feature Efficiency

29. Avoiding Burnout XP = Sustainable pace 40 Hour Work Weeks Prevent productivity collapse for overworked teams

30. Transparency “Transparency is a great floodlight. People who thrive in political maneuvering hate SCRUM…” - Ken Schwaber

31. High-Bandwidth Communication The best teams have “wide-open pipes” Domain knowledge moves among the team Information flows rapidly and accurately

32. Avoiding Waste and Costly Rework Rework has high cost Rework takes time Rework creates defects Rework is bad Refactoring can be a cover up

33. Norbert Wiener, 1894-1964

34. “He noticed that the Feedback principle is a key feature of life forms from the simplest plants to the most complex animals, which change their reactions in response to their environment.” Keywords: Shannon’s Information Theory, Cybernetics Norbert Wiener, 1894-1964

35. Example Outsourced Project – Whiteboard Sketch

36. Input to SLIM Size Time Effort

37. SLIM Replica – Release 9.5 Staffing & Probability Analysis Avg Staff (people) <Single Goal - MBI 4.433> 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 Jan '06 Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan '07 Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 0 20 40 60 80 100 AvgStaff(people) 876543210 CD R&D C&T Milestones 0 - CSR 1 - SRR 2 - HLDR 3 - LLDR 4 - CUT 5 - IC 6 - STC 7 - UAT 8 - FCR 9 - 99R 10 - 99.9R Milestones 0 - CSR 1 - SRR 2 - HLDR 3 - LLDR 4 - CUT 5 - IC 6 - STC 7 - UAT 8 - FCR 9 - 99R 10 - 99.9R SOLUTION PANEL <Single Goal - MBI 4.433> Duration Effort Cost Peak Staff MTTD Start Date C&T 14.5 716 4153.2 74.8 0.1 8/4/2006 Life Cycle 19.6 919 5328.5 74.8 0.1 3/1/2006 Months PM $ (K) people Days PI=21.3 MBI=4.4 Eff SLOC=686,000 CONTROL PANEL <Single Goal - MBI 4.433> PI 17.0 25.5 21.3 Peak Staff 59.8 89.7 74.8 Eff SLOC (K) 549 823 686

38. Main Build Phase Schedule vs. Size 1 10 100 1,000 10,000 Effective SLOC (thousands) 1 10 100 1,000 DC&TDuration(Months) AB Rel 1.0 AB Rel 9.5 AB Rel 9.0 AB Rel 1.0 AB Rel 9.5 AB Rel 9.0 AB Medical All AB Medical Sy stems Special Project Misy s - All Projects Av g. Line Sty le 1 Sigma Line Sty le Trendline Assessment – Main Build Schedule Company – All Projects Deadline target for Rel 9.0 is aggressive but consistent within the band of history. Rel 9.5 and Rel 10 scope/dates are off the chart.

39. Main Build Phase Staff vs Size 1 10 100 1,000 10,000 Effective SLOC (thousands) 1 10 100 1,000 DC&TPeakStaff(People) AB Rel 9.5 AB Rel 10 AB Rel 9.0 AB Rel 9.5 AB Rel 10 AB Rel 9.0 AB Medical All AB Medical Sy stems Special Project Misy s - All Projects Av g. Line Sty le 1 Sigma Line Sty le Planned staffing profiles (RED projects) are much more aggressive than history. Tight deadlines and time-to-market are the drivers. Trendline Assessment – Main Build Staffing Company – All Projects

40. Trendline Assessment – Defects/Quality Defects During Test vs Size 1 10 100 1,000 10,000 Effective SLOC (thousands) 0.001 0.01 0.1 1 10 100 Errors(SysInt-Del)(thousands) AB Medical All AB Medical Sy stems Special Project Misy s - All Projects Av g. Line Sty le 1 Sigma Line Sty le Ambitious scope, aggressive staffing, and tight deadlines result in (higher/lower) defects. (Fill in answer) [WATCH YOUR WARRANTEES] Company – All Projects

41. Defects Found 6 12 18 24 30 36 42 48 54 60 66 72 78 84 90 05/17 '03 06/28 08/09 09/20 11/01 12/13 01/24 '04 03/06 04/17 05/29 07/10 08/21 10/02 11/13 12/25 02/05 '05 0 50 100 150 200 250 300 350 Defects 10987654310 1098765 Current Plan Actuals Green Control Bound Yellow Control Bound Project: CEP Defects vs. Industry Average

42. Defects Found 6 12 18 24 30 36 42 48 54 60 66 72 78 84 90 05/17 '03 06/28 08/09 09/20 11/01 12/13 01/24 '04 03/06 04/17 05/29 07/10 08/21 10/02 11/13 12/25 02/05 '05 0 100 200 300 400 500 Defects 10987654310 1098765 Current Plan Actuals Green Control Bound Yellow Control Bound Project: CEP Scaled Up Defect Curve – Outsourced Project

44. Nov 19 Forecast to Complete (4 Month Delay)

45. Industry Average Offshore Average Delta Project Cost $3.5 Million $3.2 Million -$0.3M Schedule 12.6 months 9.6 months -3.0 mos QA Defects 242 677 +280% Staffing 35 50 +15 * Normalized to same project size Offshore vs. Industry Average

46. Industry Average Current Performance Delta Project Cost $3.5 Million $2.2 Million -$1.3M Schedule 12.6 months 7.8 months -4.8 mos QA Defects 242 121 -50% Staffing 35 35 n/a Follett vs. Industry Average

47. The force of concentration, or “clustering” of human creativity and talent… the powerful (economic) gains that come when smart and talented people (co-)locate in close proximity to one another… Robert Lucas Revisited

48. Some Practical Advice

49. The Source of Our Troubles

50. Take a Little More Time

51. Build a Little Less

52. Use Small A-Teams

53. Give Them the Best Tools

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60. Curve Fitting and Creating Agile Trends Agile Trends - Iterations/Build Phase Time-to-Market 10 100 1,000 New + Modified Size (thousands) 1 10 100 Months Effort 10 100 1,000 New + Modified Size (thousands) 1 10 100 1,000 10,000 Person-Months Average Staff 10 100 1,000 New + Modified Size (thousands) 1 10 100 1,000 Headcount Bugs During QA 10 100 1,000 New + Modified Size (thousands) 1 10 100 1,000 10,000 Defects All Systems Avg. Line Style 1 Sigma Line Style

61. New Agile Benchmark Trends Agile Trends - Iterations/Build Phase Time-to-Market 10 100 1,000 New + Modified Size (thousands) 1 10 100 Months Effort 10 100 1,000 New + Modified Size (thousands) 1 10 100 1,000 10,000 Person-Months Average Staff 10 100 1,000 New + Modified Size (thousands) 1 10 100 1,000 Headcount Bugs During QA 10 100 1,000 New + Modified Size (thousands) 1 10 100 1,000 10,000 Defects

62. The SLIM -Suite SLIM-Estimate: Size, Schedule, Cost & Quality Estimating SLIM-DataManager Software Project Metrics Repository SLIM-Control: Variance Analysis & Adaptive Forecasting SLIM-Metrics: Industry Benchmarking & Process Improvement SLIM- MasterPlan: Incremental Development & Project Aggregation TheSLIM-Suite Software Lifecycle Management

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64. QSM SLIM Agile Benchmark Trends Agile Trends - Iterations/Build Phase Time-to-Market 10 100 1,000 New + Modified Size (thousands) 1 10 100 Months Effort 10 100 1,000 New + Modified Size (thousands) 1 10 100 1,000 10,000 Person-Months Average Staff 10 100 1,000 New + Modified Size (thousands) 1 10 100 1,000 Headcount Bugs During QA 10 100 1,000 New + Modified Size (thousands) 1 10 100 1,000 10,000 Defects

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66. Contact Michael Michael Mah Managing Partner QSM Associates, Inc. Pittsfield MA USA email: michael.mah@qsma.com website: www.qsma.com twitter: @michaelcmah tel: 1 413-499-0988 Michael Mah Managing Partner QSM Associates, Inc. Pittsfield MA USA email: michael.mah@qsma.com website: www.qsma.com twitter: @michaelcmah tel: 1 413-499-0988

67. Post your webinar questions on Twitter @XBOSoft Registrants will receive an email with information on where to view the recording and slides from today’s webinar. Join us to keep updated on all our webinars, reports and white papers: facebook.com/xbosoft +xbosoft linkedin.com/company/xbosoft Check out our blog: http://xbosoft.com/software-quality-blog/ Download our free white papers: http://xbosoft.com/knowledge-center/ Email us with ideas for future webinars or questions regarding our services! services@xbosoft.com Thank you! Q&A www.xbosoft.com XBOSoft, Inc. All Rights Reserved.

When Agile is a Quality Game Changer Webinar - Michael Mah, Philip Lew

When Agile is a Quality Game Changer Webinar - Michael Mah, Philip Lew

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