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Software Development Process Seminar at HUI

The document discusses KMS Technology's software development process and practices. It shares that KMS uses a CMMi-based process as well as agile methods like Scrum. The agenda covers KMS's practices around estimation and planning, customer expectations, quality, and addressing challenges of using agile with distributed teams. Case studies are presented on projects for WSG and CheckpointHR. Relationship building, communication tools, and ensuring equal engagement of onshore and offshore teams are some solutions discussed for distributed agile teams.

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© 2013 KMS Technology
SOFTWARE DEVELOPMENT PROCESS “Software development involves profound technological knowledge, teamwork, processes, methods, and tools.” Christof Ebert May 2013
• Đào Anh Quốc – Process head at KMS • Contact – Email: quocdao@kms-technology.com 3
SEMINAR OBJECTIVE • Share actual processes/practices applied in KMS • Exchange software development process between HUI and KMS 4
AGENDA • KMS Process and practices – Estimation & planning – Customer expectation – Quality • Agile for distributed team – Key challenges we faced – Solution – The practices that make a difference 5
KMS PROCESS AND PRACTICES
ABOUT PROJECT LIFE-CYCLE 7
KMS DEVELOPMENT PROCESS CMMi-based (RUP) 8 • In KMS we apply both Agile-based (scrum)
SOME HIGHLIGHTS 9 • Estimation & planning • Customer expectation • Quality
ESTIMATION AND PLANNING 10 • Expert judgment • Story point • Two levels of planning • Short planning time
INVIVODATA PRACTICES 11 • A combination of PERT/ experiences and Historical Data – [(O + 4M + P)/6]  Effort Estimation Property • Various Project Types • Large amount of projects • High Rate of Testing Delivery & Changes • Documentation  Key Challenges • Short Planning Time • The order of magnitude estimate with narrow ranges • Limited Budget • >90% Resource Utilization • 2-phase planning – 1st level planning is for resource acquisition & 1st gate acceptance of budget allocation – 2nd Level planning is for document review and detailed estimation while developing test-cases as well • The combination of historical data and PERT reduces risk of falling out of budget & having “acceptable” estimation • SpringBoard where al tasks rotated by team, low priority items in the schedule  Solutions
CUSTOMER EXPECTATION 12 • Build relationship • Customer satisfaction survey
CASE STUDY AT WSG 13 Challenges: • New technology • Enforced deadline • Changing requirements WSG • Development project • Project Accounting and Resource Management on iPhone and Android • Integrate web services
CASE STUDY AT WSG (CONT.) 14
QUALITY 15 • Meet requirements • SLA • Focus to value for customer
AGILE FOR DISTRIBUTED TEAM
AGENDA • KMS Process and practices – Estimation & planning – Project management – Quality • Agile for distributed team – Key challenges we faced – Solution – The practices that make a difference 17
CURRENT AGILE TEAMS 18 Most of projects: • Unknown and changing requirements • Dedicated team (time-material) • Short time to market • Small team size 80% development projects in KMS adopt Agile practices
CHALLENGES • Distance communication – It’s not efficient and effective in communication. • Time zone – Waiting time for exchange information – Inconvenient in arranging time for meeting • Language • Culture 19
NOT PURE AGILE 20 Can not apply fully agile methodology : - Onshore-offshore model - Onshore (software vendor) makes final decision - Project context
SOLUTION • Communication Tools – Online collaboration software, Smart whiteboard, video/audio conferencing. • Equal teams – Both sides are aware of what is happening on the other side. – Similar type of tasks assignment. • Personal relationship between team members – Build personal relationship and culture exchange between onshore and offshore team members. 21
AGILE-BASED PROCESS 22 Legend: Modified activities KMS standard activities Sprint planning Standup meeting Weekly meeting Sprint review Retrospective
TECHNICAL PRACTICES 23 • Some notes about technical practices: - It’s important to do continuous integration - Design before coding for important features - External code review for first releases, and important features - Follow project/industry coding convention and best practices - Increase automation test
TOOLS 24 • v
RELATIONSHIP BUILDING PRACTICES 25 • Arrange onshore and offshore visits • Maintain a forum to share personal interesting/information • Quarterly video meeting • Offshore updates to onshore what is happening in offshore, and otherwise. • Connect client via Facebook, LinkedIn
PROCESS AT CHECKPOINT HR 26 Challenges: • New product domain • Enforced deadline • Start with high level requirement • Fixed-price CheckpointHR • Development project • Web-based Human Resources management system
PROCESS AT CHECKPOINT HR (CONT.) 27 - Phase 1: RUP - Phase 2: Scrum
28Internal
© 2013 KMS Technology THANK YOU 29