Practical Approach to Large-Scale Agile Development, A: How HP Transformed LaserJet FutureSmart Firmware

Series
Addison-Wesley
Author
Gary Gruver / Mike Young / Pat Fulghum  
Publisher
Addison-Wesley
Cover
Softcover
Edition
1
Language
English
Total pages
208
Pub.-date
November 2012
ISBN13
9780321821720
ISBN
0321821726
Related Titles


Product detail

Product Price CHF Available  
9780321821720
Practical Approach to Large-Scale Agile Development, A: How HP Transformed LaserJet FutureSmart Firmware
40.70 approx. 7-9 days

Description

Today, even the largest development organizations are turning to agile methodologies, seeking major productivity and quality improvements. However, large-scale agile development is difficult, and publicly available case studies have been scarce. Now, three agile pioneers at Hewlett-Packard present a candid, start-to-finish insider’s look at how they’ve succeeded with agile in one of the company’s most mission-critical software environments: firmware for HP LaserJet printers.

This book tells the story of an extraordinary experiment and journey. Could agile principles be applied to re-architect an enormous legacy code base? Could agile enable both timely delivery and ongoing innovation? Could it really be applied to 400+ developers distributed across four states, three continents, and four business units? Could it go beyond delivering incremental gains, to meet the stretch goal of 10x developer productivity improvements?

It could, and it did—but getting there was not easy.

Writing for both managers and technologists, the authors candidly discuss both their successes and failures, presenting actionable lessons for other development organizations, as well as approaches that have proven themselves repeatedly in HP’s challenging environment. They not only illuminate the potential benefits of agile in large-scale development, they also systematically show how these benefits can actually be achieved.

Coverage includes:
• Tightly linking agile methods and enterprise architecture with business objectives
• Focusing agile practices on your worst development pain points to get the most bang for your buck
• Abandoning classic agile methods that don’t work at the largest scale
• Employing agile methods to establish a new architecture
• Using metrics as a “conversation starter” around agile process improvements
• Leveraging continuous integration and quality systems to reduce costs, accelerate schedules, and automate the delivery pipeline
• Taming the planning beast with “light-touch” agile planning and lightweight long-range forecasting
• Implementing effective project management and ensuring accountability in large agile projects
• Managing tradeoffs associated with key decisions about organizational structure
• Overcoming U.S./India cultural differences that can complicate offshore development
• Selecting tools to support quantum leaps in productivity in your organization
• Using change management disciplines to support greater enterprise agility

Table of Contents

Foreword by Jim Highsmith, ThoughtWorks   xiii
Preface   xv

Chapter 1  Agile Principles versus Practices   1
The Principles of the Agile Manifesto   2
Our Take on Agile/Lean Principles   3
A Quick Tutorial: Agile versus Waterfall   6
Summary   8
Chapter 2  Tuning Agile to Your Business Objectives   9
Background: HP FutureSmart Firmware Case Study   10
Cost and Cycle-Time Drivers Prior to HP FutureSmart Firmware   11
Value Proposition of Re-Architecting the HP FutureSmart Firmware and Processes   13
Establish Development Objectives from the Business Analysis   15
Summary   16
Chapter 3  Aligning Architecture with Business Objectives   17
Challenges with Existing Architecture   18
Architecting for the Business: Dynamic Variability and Forward Compatibility   19
Keeping an Architecture Current and Sustainable   22
Summary   25
Chapter 4  How to Establish a New Architecture Using Agile Concepts   27
Re-Architecting Iteratively   28
Making Progress   28
The Thin-Slice Model   30
Creating Cultural Shifts Through Architectural Demos   31
Summary   33
Chapter 5  The Real Secret to Success in Large-Scale Agile   35
Change for People’s Sake   36
Metrics Are a Conversation Starter   38
Iterative Model of Agile Management   39
   Mini-Milestone Objectives   40
   Cascading Objectives to Track Progress   41
   Conversations   42
   Learning   43
   Agile Adjustments   44
Summary   44
Chapter 6  Continuous Integration and Quality Systems   45
Reducing Build Resources and Build Time: Continuous Integration   46
Achieving High Quality with CI: Automated Multilevel Testing   55
   L0 Testing   57
   L1 Testing   58
   L2 Testing   58
   L3 Testing   59
   L4 Testing   60
   Continuous Improvement of the Deployment Pipeline   60
Productivity Results of Our Automated Delivery Pipeline   61
Special Considerations for Enterprise Software Systems   63
Summary   65
Chapter 7  Taming the Planning Beast   67
Predict by Ballparking and Trend Watching   69
   Ballpark Prediction: R&D Early Response to High-Level Initiatives   70
   Trend Watching: Quick Response to All Feature Requestors (Where They’re Likely to Land)   70
Clear Prioritization   73
Just-in-Time User Story Definition   76
   Invest in System Engineering   77
   Put Marketing in Charge of a Unified 1-N List   80
   Involve the Technology Architects   81
   Use Project Managers as “Feature Leads”   81
   Reuse Requirements and Test Tags for Scalability   82
   Commit by Delivering, Not by Estimating   83
Convincing the Business: Agile Planning Is Okay   86
Summary   88
Chapter 8  Unique Challenges of Estimating Large Innovations   91
Waterfall Approach and Challenges   92
Agile Approach   92
Challenging Situations with the Agile Approach: Large Architectural Efforts   95
Change Management and Integrating with the Business   98
Summary   100
Chapter 9  Our Take on Project Management for Large-Scale Agile   101
Oversight and Priority: Program Managers   102
Accountability: Section Managers   103
Robustness and Scalability: Architects   104
Putting It All Together   104
Summary   105
Chapter 10  Organizational Approach: Managing to Disadvantages   107
Test Ownership Organization   108
Component versus Feature Organization   111
Traditionally Managed Project Teams versus Self-Managed Scrum Teams   114
Summary   116
Chapter 11  Effective Agile Development across U.S. and Indian Cultures   117
Lesson 1: Permission to Ask   118
Lesson 2: Ensure Time to Explore   119
Lesson 3: Have Small Wins First   119
Lesson 4: Exploit the Time Difference   120
Lesson 5: Take Time to Train–Always   121
Lesson 6: Remember a Team Is about People   121
Organizing for the Highest Leverage of Offshore Teams   122
Summary   125
Chapter 12  The Right Tools: Quantum Leaps in Productivity   127
Common Development Environment   128
Simulation and Emulation Environment for Automated Testing   129
Test Architecture for Scalability: Common Test Framework (CTF)   131
The Most Important Part of Test Automation: Virtual Machine Provisioning System (VMPS)   133
Real-Time Metrics and Tracking   136
Integrated Toolset   137
Cool Toys Worth Investing In   138
Summary   139
Chapter 13  Real-World Agile Results: HP FutureSmart Firmware   141
Resources Moved from Overhead to Innovation   142
R&D and Developer Productivity   144
Improvement in Current Product Support   146
Summary   147
Chapter 14  Change Management in Moving Toward Enterprise Agility   149
Impacts on Other R&D Groups and System Qualification   150
Impacts on Product Program Teams   151
Impacts on Non-R&D Product Generation Activities/Teams   154
Where to Draw Boundaries with Coordinating Organizational Agility   155
Change Management of the HP FutureSmart Firmware Transformation   156
Summary   158
Chapter 15  Differences in Our Perspective on Scaling Agile   159
A Difference in Perspective   160
Focusing on Agility Rather Than Team Operations   161
Changing the Deployment Pipeline   162
Embracing the Uncertainty of Agile   163
Enterprisewide Tracking and Incremental Improvements   164
Summary   164
Chapter 16  Taking the First Step   167
Figuring Out First Steps   168
What’s Next for FutureSmart?   169
Determining Your First Steps   171
Summary   172
Appendix A  Twelve Principles of Agile Software   173
Bibliography   175
Index   177



Author

Gary Gruver is formerly the Director of Engineering for HP’s LaserJet Core Firmware Lab, and he worked at HP for 22 years. He is currently VP of Release, QA, and Operations at macys.com. Any major initiative needs a true business sponsor—someone who has truly caught the vision of agile, and who can make the business and financial decisions necessary to get huge breakthroughs to happen. Gary has also been able to bring a “manage to metrics” approach that rallies everyone to common measurable objectives without requiring lots of meeting and coordination overhead. Of course, his most critical role is buying lunch during particularly busy sprints for anyone working weekends to finish off key features. His favorite hobbies are cycling and skiing with family (he’s married with two daughters).

Mike Young is the program manager directing day-to-day efforts across our many distributed teams at HP’s LaserJet Core Firmware Lab. Mike has been involved in development of HP LaserJet Printers for 18 years, and he previously designed satellite control systems for Hughes Aircraft Company. He also is one of the strongest advocates of agile approaches and helped get the organization started down this path before anyone really knew we were doing agile. His hobbies are family (he’s married, with two daughters and two sons) and playing racquetball. In agile, we’ve found that a program manager should spend most of his/her time watching the metrics and quietly coordinating behind-the-scenes to cater to the bottleneck. In our sprint checkpoints, we tend to minimize slideware and maximize problem solving and demos of new user stories.

Pat Fulghum is architect of the HP LaserJet FutureSmart firmware and its development team’s agile toolset. Pat’s been at HP for 24 years. He found out during the past few years that his favorite escape is scuba diving in Maui with his family (he is married and has a son and a daughter). A large-scale agile initiative requires a central architect who can help maintain architectural integrity amid many pressures to do otherwise (which keeps the system enabled for the future) and who has the vision for making sure the architecture supports both firmware development and qualification. Pat still loves to get in and dig deep to solve vexing technical challenges. He also loves to find developer productivity improvements (build time, triage time) and has been the passion behind our “10x productivity improvement” vision.