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The Secrets of Repeatable Success
Adam Gilmore
Solutions Architect & WW ALM Community Lead
Microsoft Services
June 27th 2011
OverviewWhat do I mean by ALM?
How do Microsoft Services deliver solutions?
What makes us different?
How do we improve?
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Application Lifecycle ManagementFrom Concept to Cash
Governance
Development
Operations
Idea Deployment End of life
Dave Chappell Associates
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ALM Practice Areas
• Governance • Project Management • Requirements Management • User Experience • Architecture & Design• Code Quality• Data Management • Quality Assurance• Configuration Management• Deployment & Operations
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10,000 employees88 countries60,000 partnersSupport and consultancy to Enterprise customersDelivery of “Tier 1” systems
Microsoft ServicesWhat do we do?
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Unpredictable deliveryInconsistent processWe’ll know when we get thereBusiness fire and forgetCan be Development-centric
Typical lifecycle problemsIn my experience
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Microsoft Solutions FrameworkHow do Microsoft Services deliver solutions?
• MSF Core is not a methodology• It’s a framework• It requires instantiation for the specific
solution domain• Not a magic sauce• Not specific to software development
• Although Visual Studio Team Foundation Server provides two instantiations which are specific to software development
• MSF for Agile Software Development• MSF for CMMI® Process Improvement
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• A collection of best practices gathered from the product groups and the field
• V1.0 released in 1994• V5.0 released in 2010• Open Group accredited in 2011• Key elements
• Mindsets (key concepts)• Foundational Principles• Models
MSF Core
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• Internalise Qualities of Service• Focus on Business Value• Learn Continuously• Take Pride in Workmanship• Foster a Team of Peers• Advocate for your Constituency• Deliver on your Commitments• Practice Good Citizenship• Look at the Big Picture
Mindsets
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• Work towards a Shared Vision• Foster Open Communications• Establish clear Accountability• Partner with Customers• Empower Team Members• Stay Agile, Expect and Adapt to Change• Invest in Quality• Learn from all Experiences• Deliver Incremental Value
Principles
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• Team model• Based on advocacy creating natural checks and balances
• Process model• Appropriate level of governance
• Iterative, versioned releases
• Risk model• Proactive risk management
Models
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Team Model
Solution Delivery
Solution Definition
Solution Usability & User Readiness
Solution Deployment
Solution Validation
Solution Construction
Solution Design
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Advocacy
Operations
Technology Focus
Business FocusUsers
Solutions Architects
Customer
Technology Architects
Operations Support
Project Team
UserExperience
Development
Test
Release / Operations
ProductManagement
Architecture
ProgramManagement
Project Sponsor
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Scaling Down – combine roles
Product Management
Program Management
Architecture Development Test User Experience
Release / Operations
Product Management
N N N P P U
Program Management
N P N U U U
Architecture N P P U U U
Development N N P N N N
Test P U U N P P
User Experience
P U U N P U
Release / Operations
U U U N P U
Possible Unlikely Not recommended
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Scaling Up – Feature Teams
Catalog
ProgramManagement
ProgramManagement
DevelopmentDevelopment
TestTestUserExperience
UserExperience
Fulfillment
Program Management
Program Management
DevelopmentDevelopment
TestTest
ReleaseManagement
ReleaseManagement
Site Engine & Design
ProgramManagement
ProgramManagement
UserExperience
UserExperience
DevelopmentDevelopment
TestTest
UserExperience
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Process Model
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Agile Process ModelEssentially Scrum but with more guidance and tooling
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Risk ModelRisk management is everyone’s job
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• Envisioning track• Forming a vision • Opening up possibilities never before imagined
• User experience as a first-class citizen• An area often neglected in other approaches
• Base line early and freeze late• Expecting change
• Iterative development• Rehearsal for go-live
MSF Highlights
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• Ship every day• Build is not enough• A team exercise• Build hand-off• Repeatable platform builds
• Triage• One representative per discipline• ‘Quaker’ consensus
• Underpins Agile & Lean methods
MSF Highlights
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Explicit roles and responsibilitiesExplicit scaling Explicit start and endExplicit risk managementWorks for fixed scope projects
What makes MSF different?
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Write it down and capture knowledge (Wiki, Visio, checklist, video…)
Consistent process allows consistent measures
Model your process in your tools
Apply Plan-Do-Check-Act to improve continuously
How do we improve?Baseline process and improve it empirically
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agile adj - able to move quickly and easilylean adj - having no surplus flesh or bulk; not fat or plump
• Agile helped avoid building the wrong thing right
• Lean focuses on building the right thing better
Effective and Efficient
How do we improve?Learn and improve
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AgileThe Agile Manifesto
Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation
Responding to change over following a plan
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• Applying Lean Manufacturing philosophy to software development• Demand – understand what the business demands are –
what and when• Value – design your process focussing on value delivery• Flow – increase flow by increasing quality and removing
waste
• The Toyota Way• Respect for People• Continuous Improvement
LeanThe Toyota Way
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LeanVisual Management
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LeanVisual Management
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LeanWaste reduction
Coordination Cost
Transa
ction C
ost
Failure Load
Value adding activity
Transa
ction C
ost
If you could, would you do it more often?David J. Anderson
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Migrating 1000’s of citizen developed applications for their customer
Wanted to be agile - actually wanted to be effective and efficient
Applied MSF Mindsets and Principles to the teams and process
Full Visual Studio 2010 rollout – automated end to end process
Applied Lean approach to the governance
Understand demand
Design a process to deliver against the demand
Keep it simple!!!
Case Study – Systems Integrator Software FactoryDoing a lot more for less
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Customer used to big requirements up front
Biggest risk was building the wrong thing right
Focussed on envisioning
Rapid inspect and adapt
MSF mindset and principles + Scrum-ban process
Use of visual management and TFS 2010
Case Study – Public Sector Business IntelligenceI’m glad you didn’t build what I asked for
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• Establish Mindsets and Principles – and live them
• Think of the whole• Focus on quality• Define your process• Continually improve• Use tools to identify and reduce waste
ConclusionsSecrets of our success?
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Resources
