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Stop the Line + Stop Feature Development Lean practices for Software Product Development

Juan Gutiérrez Plaza | Gabor Gunyho | Régis Déau Senior Manager, Agile Practices Improvement Coach Manager, Testing Practices

21-Oct-2011

F-Secure – the company

• Founded in 1988,

listed on NASDAQ OMX

Helsinki

• Market cap ca 350 m€,

annual revenue ca 130 m€

(2010)

• Headquartered in Helsinki, 18

country offices, presence in

more than 100 countries

• 812 people, 300+ in R&D,

5 R&D offices in 4 countries

(2010)

© F-Secure Public 21-Oct-2011 2

Products and Services


Win, Mac, Linux, Android, iOS, RIM, Symbian, 20+ language versions

Customers: 200+ operator partners globally


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Operator revenue (mEur/quarter)

About the Authors

© F-Secure Public 5

Gabor Gunyho Improvement Coach with the “R&D

Global Methods” team at F-Secure,

experienced Agile and Lean product

development expert, contributor and

reviewer of books on scaling Agile

and Lean SW development

Juan Gutiérrez Plaza Currently „Agile Practices Manager‟

at F-Secure‟s SDC unit, focusing on

the R&D transformation of the site.

Experienced coach who has helped

different teams to improve in eng.

and process practices

Régis Déau Testing practices Manager at F-Secure

SDC unit, focusing on developing an

agile testing culture and improve

quality engineering practices for

continuously improving the R&D

standards

21-Oct-2011

What is this presentation all about?

• No “recipe”

• Just to share

how we did it


Text source: http://easteuropeanfood.about.com/od/hungariansoups/r/gulyasleves.htm Image source: http://www.clker.com/clipart-9889.html

The Project


Project setup

• About 12 teams (around 100 people)

• Mostly in Helsinki, some in Kuala Lumpur, later also one in Poland

• Mostly feature teams

• Fairly mature in basic Scrum[1] and Agile engineering practices

• Some experience in multi-team projects[2][3] but not on this scale

• Major new product, significant changes in

• Business model

• Architecture

• Longer-Term Planning[4][5], including new backlog tooling

• Goal

• Upgrading the demo platform every sprint


Project timeline

• Started: Dec 2009

• This presentation counts data from March 2010

• Project Split and Spin-off: March 2010

• Intermediate Public Release: Sept 2010

• Limited scope

• Stop the Line practice: since Sept 2010 (1st draft in June)

• Simplification of the practice: Oct 2010

• STL enforcer added on: March 2011

• Stop Feature Development practice: since Sept 2010

• Two-week sprints: 46 so far

• Most resulted in a public Technology Preview release

• Public Release Oct 2011


Stop the Line


What is it?

A practice coming from Lean that is originated from the

Toyota Production System (TPS) [6]

Stop-the-Line

Work is stopped if an abnormality is found.

Work continues only when problem is fixed.


What is it? – The Line

“Line” refers to production/assembly lines in automobile industry where

one station takes the output of the previous station as input


Image source: http://www.fourwheeler.com/techarticles/body/129_0703_toyota_assembly_factory/photo_02.html

What is it? - Stopping

• If a problem is found, anyone can “pull the cord” that:

• Stops the line from moving ahead

• Signals the problem to everyone on the line pointing

to the station in trouble


Image source: http://www.resourcesystemsconsulting.com/blog/archives/78

Image source: http://www.flickr.com/photos/9516941@N08/3334795306/

Why it happened? How to avoid it?

• To get all the benefits of the Stop the Line practice, a root

cause analysis is done to find what caused the problem

• To avoid the same problem to happen again in the future,

fix the root cause too


Why to use it?

• Focus on quality at all times

• Identify recurrent (systemic) problems so they are solved

once and for all

• Avoid burying problems deep in the product where it‟s

more difficult to fix it, potentially adding more problems on

top of identified ones

• Everybody is aware of the problem so anyone who can

help, can contribute to fixing it


… and for us in SW. Development? (1/3)

• Detection

• A Stop-the-Line is raised when

• A build is failing (e.g. it doesn't compile or pass unit testing)

• Automated smoke tests fail for 2 or more consecutive times

• A problem prevents manual testing to be performed



• Notification

• E-mail

• Stop-the-line radiator raises Stop-the-line flag for the “line” i.e.,

product area



• Fixing

• A team or person claims the issue using the claim functionality in radiator (since March „10) and then starts investigating it

• Same or other team or person starts fixing the problem

• Issues not claimed before next day are handled in the daily Scrum of Scrums and picked by teams

• Team works on stop-the-line as high priority item until it is handled

• When radiator no longer declares stop-the-line, team is freed from this responsibility

• Prevention

• Team worked on the stop-the-line case conducts a root cause analysis for selected cases and records findings then sends note to project mailing list


In short…


In short…


Problem is Found

Stop the Line

Fix the problem

immediately

Root cause Analysis

Fix the root cause

The First Implementation Fix

• Rule #1 when the STL is on then do not commit new feature

development code to the module that has the STL, only commit bug

fixes

• Unfortunately not everyone was careful enough to follow this rule

systematically so some non-related commits were done whilst STL

events

• To prevent the human mistakes an automated tool was introduced to

enforce the rule #1, the “STL enforcer”

• Hook was added in the repository that checks if the commit is done

during a STL event, and if so, commits non-related with the fix, are

rejected

• Introduced in the middle of the project (March 2010)


Bug Handling & Stop Feature Development


Old Model

• High level concept:

• A bugs‟ warehouse

• Decision making order:

• Chief QE/Project bug review

• Team bug review

• Team member


• Bug count usage:

• Measuring quality

• Chief QE follows, reports and escalates (no real process to react)

• Bug life cycle:

• Store all, prioritize continuously

• Only high priority bugs get fixed

• Rest in warehouse (>95% of all)

• Maintenance gets all bugs that project did not have time to fix

• Maintenance never fixes these

QA (bug handling) process: Our Goal

• Very fast track in closing new cases

• Get all new cases closed in less than 4 weeks

• Make decision quickly, closest the actual place of work

• Avoid building a big batch (warehouse) of bugs by all

means

• To reduce recurring effort of prioritizing a long list


New Model

• Reversing the old decision-making order

• Decision making order:

• Team members

• Team bug review

• Team bug review with Product Owner (+other stakeholders if needed)

• Project bug review


New Model

• Using bug count limits – Stop Feature Development

• Work guidance:

• X bugs / team STOP new development in team

• Y bugs / project STOP the new development in whole project

• Bug life cycle:

• Extremely fast handling cycle:

• Fix in this sprint

• Fix in next sprint

• Trash (w/ reason category)

• For maintenance

• Yes we fix

• Trash (w/ reason category)


Stop Feature Development (SFD)

• What is it, then?

• An enhancement for STL

• Line is stopped not only when tests are not passing but when the number

of non-critical bugs go over a threshold:

• Per team

• Per project

• Why?

• Care for quality even more

• Prioritize bug fixing over new features

• When?

• >10 cases / team. Stop Feature Development for the team

• >100 cases / project. Stop Feature Development for the whole project


The QA process in a nutshell


Some valid bugs will

get trashed, but that

is OK in this process!

The QA process in a nutshell

• Bug is created: Choose the correct product area and prioritize the bug with

your best guess.

• Decision: A team decides whether the bug is fixed in this sprint, next sprint

or trashed.

• Fix and test: A team fixes and tests their fix.

• Closing: All new bugs are closed in less than 4 weeks.

• Inside the teams:

• Bugs not tracked if…

• The bug is fixed and tested by the team within the sprint

• The bug does not cross sprint or team boundaries



Statistics


STL+SFD Events vs. Releases


Mar‘10 Jan‘11 Now Aug‘11 Jun‘11

STL Enforcer STL + SFD

Sprint 29 – STL Root Cause Analysis Findings

• 11 STL cases was tracked for Sprint 29

• Frequent root cause categories:

1. Blind commits (or insufficiently tested commits)

2. Code/environment changes broke Test Automations

3. Large commits

• Actions that can prevent similar case in future:

1. Ensure sufficient testing before commit, commit to branch if needed

2. Monitor the radiator for smoke test results after commit (delay the commit to

next day if you plan to leave office soon)

3. Developers should test final builds manually more often

4. Make smaller and incremental commits


Detailed case breakdown


Root Cau

se C

atego

ry

Code/env

ironm

ent c

hange

s

broke

TA

Larg

e co

mm

its

Half im

plem

ented fe

ature

s

Blind co

mm

its

Test

Envir

onment C

hange

s

(IT)

How ca

n this

be pre

vente

d in

futu

re?

Hard /

Not worth

the

preve

ntion e

ffort

Monito

r Rad

iator

Smal

ler &

incr

emen

tal

com

mits

Fast

er TA

Har

dwar

e to

shorte

n TA cy

cle

Comple

te fe

ature

imple

menta

tion

Develo

pers sh

ould te

st R

ed

builds m

ore o

ften

Ensu

re su

fficie

nt te

stin

g

before

com

mit

Educa

te d

evelo

per on w

hat

to m

onitor

Case 1 1 1

Case 2 1 1 1 1 1

Case 3 1 1

Case 4 1 1 1 1 1 1

Case 5 1 1

Case 6 1 1

Case 7 1 1 1

Case 8 1 1 1 1

Case 9 1 1

Case 10 1 1

Total 3 2 1 4 1 3 3 2 1 1 3 5 1

Conclusions


Conclusions

• Overall quality of the product improved

• Number of STL events decreased by time

• STL enforcer helped to avoid some mistakes

• Not releasing every two weeks BECAME AN EXCEPTION and not a rule

• New bug handling process helped on focusing on important bugs

• SFD keeps the level of open bugs in a manageable number

• After a settle down period, these practices changed the mindset of the people

to be more quality focus

• Next step:

• STL and SFD are “brakes” to avoid accidents, now we are learning how to

drive at high speed safely (avoid making so many bugs)


Questions?


Acknowledgements

The authors would like to thank the whole project team and the whole R&D

organization of F-Secure and its management for making this presentation

possible and support the data collection and publishing

We‟d like to thank especially

• Petri Kuikka

• Risto Kumpulainen

• Pekka Kiviniemi

• Ferrix Hovi

for their contribution in the bug handling process, Continuous Integration and

Test Automation system and radiator design and implementation and data

visualization


Working at F-Secure - Keeping it fun!

• Coding Dojos

• Team building events

• Friday evening b**rs

• ‟Hamburger‟ nights

• Sports club: Football, squash, badminton…

• Trainings and book club

• Silent and… Musical hours ;-)

• Low hierarchy, small teams

• Innovation day and demo once per month

• Large and small company benefits


How does it look?


Wanna work for F-Secure?

Would you like to work as…

• C++, JavaScript and Python developer?

• Quality Engineer?

• Scrum Master?

• Product Owner?

We are looking for GOOD PEOPLE!

If you want to move to Bordeaux, LET ME KNOW!

If you are more interested in Helsinki, Oulu, San José or Kuala Lumpur,

check the position opens at:

http://www.f-secure.com/en_EMEA-Corp/careers/open-positions/









References

[1] Schwaber, K., Beedle, M.: “Agile Software Development with Scrum”, Prentice Hall (2001)

[2] Larman, C., Vodde, B.: “Scaling Lean & Agile Development: Thinking and Organizational Tools for

Large-Scale Scrum”, Addison-Wesley Professional (2008)

[3] Larman, C., Vodde, B.: “Practices for Scaling Lean & Agile Development: Large, Multisite, and

Offshore Product Development with Large-Scale Scrum”, Addison-Wesley Professional (2010)

[4] Leffingwell, D.: “Scaling Software Agility: Best Practices for Large Enterprises”, Addison-Wesley

Professional (2007)

[5] Leffingwell, D.: “Agile Software Requirements: Lean Requirements Practices for Teams, Programs,

and the Enterprise”, Addison-Wesley Professional (2011)

[6] Womack, J.P., Jones, D.T., Roos, D.: The machine that changed the world (1990, 2007)

[7] Poppendieck, M., Poppendieck, T.: “Implementing Lean Software Development: from Concept to

Cash”, Addison-Wesley (2007)


Contact Information [email protected] [email protected] [email protected]

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details of copyrights, license terms and conditions for each source under the reference link provided. If you think

that anything in this material should be changed, added or removed, please contact the authors at the addresses

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