Revisiting Continuous Deployment Maturity : A Two-Year Perspective

Background: Achieving a steady stream of small releases and employing practices such as continuous deployment requires maturity in company processes. Maturity models provide one approach for companies to pinpoint areas of improvement by providing a position and hints to reflect on. Incorporating maturity models with agile software development and continuous deployment has its challenges, though. Aims: The focus of the study is in understanding the evolution of software processes towards continuous deployment in an industry organization over time when a maturity model is used as a yardstick in evaluation. Method: An embedded case study by design, the study utilizes and replicates a survey on the state of software projects in a large Finnish software company, Solita. The survey was initially conducted in 2015 with responses from 35 projects and now replicated in 2017 with responses from 43 projects. Both quantitative and qualitative approaches for survey responses are used in the analysis. Results: Maturity of software processes in the case company show improvement in deployment and in monitoring, albeit short of statistical significance. Technological advances in the application of cloud computing have likely spurred development in these areas. Capability in processes related to test automation and quality has not changed much in two years. Conclusions: Maintaining maturity in software processes requires constant attention as impressions on process quality can gradually diminish. Projects which are built on a compatible technology stack have a greater chance in achieving continuous deployment and thus being more mature. Customer preferences also make a difference in the ability to reach certain maturity levels.Peer reviewe

Designing a consulting services architecture model

textDuring my years of experience in the technology industry, it has become obvious that standard processes and methodologies within the engineering discipline are at a mature state. The realization though is that software engineering specifically lags behind. Most software engineering methodologies that I have studied focus on the mission of software development. It is this realization and the need for structure that led me to review existing methodologies used within my company's software services organization. The definition of what a successful software services methodology entails is rather limited. This report will provide a history of existing software engineering methodologies that I have studied, describe an initial services method that was being developed within my organization, develop a new model that addresses previous shortcomings and identify additional components required to further define a strong software services-oriented delivery methodology.Electrical and Computer Engineerin

Lean Thinking: Theory, Application and Dissemination

This book was written and compiled by the University of Huddersfield to share the learnings and experiences of seven years of Knowledge Transfer Partnership (KTP) and Economic and Social Research Council (ESRC) funded projects with the National Health Service (NHS). The focus of these projects was the implementation of Lean thinking and optimising strategic decision making processes. Each of these projects led to major local improvements and this book explains how they were achieved and compiles the lessons learnt. The book is split into three chapters; Lean Thinking Theory, Lean Thinking Applied and Lean Thinking Dissemination

Operational excellence assessment framework for manufacturing companies

Operational Excellence (OE) is a consequence of an enterprise-wide practises based on correct principles that can be classified under four dimensions; Culture, Continuous Process Improvement, Enterprise Alignment and Results. To achieve OE, organisations have to attain a high maturity level and measurable success in the four dimensions as assessed externally by accredited institutions or consultants. External assessment is costly and can be inaccurate due to the lack of in depth knowledge of the organisation by external assessors, on the contrary, self-assessment of an organisations OE is cost effective and accurate if performed with a complete tool which assesses all four dimensions of OE. A complete OE self-assessment tool is currently unavailable, thus this study focuses on the development of a complete OE self-assessment tool. Using a matrix to critically evaluate and compare existing self-assessment tools in areas such as dimensions assessed, scoring criteria and usability, a complete self-assessment tool is then developed based on the combination of existing assessment tools. The tool is validated through the application, by managers, within a manufacturing company that already implements aspects of lean in order to self-assess its OE. The results of the assessment form the basis on which a roadmap to achieving OE is then developed

Evaluating the Impact of Critical Factors in Agile Continuous Delivery Process: A System Dynamics Approach

Continuous Delivery is aimed at the frequent delivery of good quality software in a speedy, reliable and efficient fashion – with strong emphasis on automation and team collaboration. However, even with this new paradigm, repeatability of project outcome is still not guaranteed: project performance varies due to the various interacting and inter-related factors in the Continuous Delivery 'system'. This paper presents results from the investigation of various factors, in particular agile practices, on the quality of the developed software in the Continuous Delivery process. Results show that customer involvement and the cognitive ability of the QA have the most significant individual effects on the quality of software in continuous delivery

Safety-Critical Systems and Agile Development: A Mapping Study

In the last decades, agile methods had a huge impact on how software is developed. In many cases, this has led to significant benefits, such as quality and speed of software deliveries to customers. However, safety-critical systems have widely been dismissed from benefiting from agile methods. Products that include safety critical aspects are therefore faced with a situation in which the development of safety-critical parts can significantly limit the potential speed-up through agile methods, for the full product, but also in the non-safety critical parts. For such products, the ability to develop safety-critical software in an agile way will generate a competitive advantage. In order to enable future research in this important area, we present in this paper a mapping of the current state of practice based on {a mixed method approach}. Starting from a workshop with experts from six large Swedish product development companies we develop a lens for our analysis. We then present a systematic mapping study on safety-critical systems and agile development through this lens in order to map potential benefits, challenges, and solution candidates for guiding future research.Comment: Accepted at Euromicro Conf. on Software Engineering and Advanced Applications 2018, Prague, Czech Republi

Управління міжнародним бізнесом: Agility Journey для високотехнологічних компаній

The purpose of the article is the development of recommendations for the business maturity determination and measurement in the implementation of the agile approach for high-tech companies. Methods of analysis of documents, observation, personal and in-depth interviews, case studies have been used in the research. The findings of the research: Business Agility Journey has been suggested for defining the state of the maturity of the company and conducting express diagnostics of agility. Agile Project Management Journey has been developed for the identification of weaknesses by the companies in the path to agility, as well as for the determination of events for the transition from the traditional to the agile approach. Personal Agility Checklist has been designed for testing the soft skills of employees for the presence of the agile mindset. Research limitations include the study of the maturity of companies in the IT industry. Practical implications are based on the use of suggested Agility Journeys in defining the state of maturity and main problems on the transition path. Also, Personal Agility Checklist will help to check the agility of the future employees. The originality of the article is based on the uniqueness of the Agility Journey that has been developed for the first time. Further research on this topic should be focused on the development of an agile mindset as a prerequisite for the provision of agility in the company.Метою статті є розробка рекомендацій щодо визначення та вимірювання зрілості бізнесу при впровадженні еджайл-підходу для високотехнологічних компаній. У дослідженні використовуються методи аналізу документів, спостереження, особистого та глибинного інтерв’ю та кейс-стаді. Розроблено Business Agility Journey для визначення стану зрілості компанії та проведення експрес-діагностики еджайльності. Agile Project Management Journey було розроблено для визначення компаніями своїх слабких сторін, а також заходів для переходу від традиційного до еджайльного підходу. Personal Agility Checklist був створений для перевірки «гнучких навичок» (soft skills) співробітників на наявність гнучкого мислення (agile mindset). Обмеження досліджень включають вивчення зрілості компаній ІТ-галузі. Практична значущість ґрунтується на використанні запропонованих Agility Journeys для визначення стану зрілості та основних проблем на шляху переходу. Також Personal Agility Checklist допоможе перевірити еджайльність майбутніх працівників. Оригінальність статті базується на унікальності Agility Journey, яка була розроблена вперше. Подальші дослідження на цю тему доцільно зосередити на розвитку гнучкого мислення як передумови забезпечення еджайльності в компанії