1. Intelligence and Information Systems 1 3/17/2004 © 2004 Raytheon Company USC/CSE Executive Workshop on Agile Experiences March 17, 2004 A Raytheon Agile Experience Bob LaBove Raytheon Intelligence and Information Systems (IIS) Garland, Texas

2. Intelligence and Information Systems 2 © 2004 Raytheon Company 3/17/2004 Agenda Raytheon Garland S/W Dev Process Why Agile? Program X Study Program X Engineering Model Process Challenges

3. Intelligence and Information Systems 3 © 2004 Raytheon Company 3/17/2004  Raytheon Garland is a SW/SE CMMI Level 3 Organization  Program planning is done per Raytheon’s Integrated Product Development System (IPDS) via tailoring workshops  The Software Development Plan for each program is tailored from 422 discipline requirements  Most recent and current programs utilize an incremental approach for Object Oriented development Raytheon Garland S/W Dev Process

4. Intelligence and Information Systems 4 © 2004 Raytheon Company 3/17/2004  We are constantly evaluating our processes for improvement and enhancements – Agile methodologies suggest areas for enhancement  Customers are beginning to request a more “agile” approach due to shorter schedules and fluid (or non-existent) requirements baselines Why Agile?

5. Intelligence and Information Systems 5 © 2004 Raytheon Company 3/17/2004  Agile recurring themes and characteristics under consideration  Deliver useful, working software early and continuously  Prioritized feature driven development  Early risk identification and mitigation  Incremental, iterative development with short iterations (measured in weeks)  Early, continuous test  Constant collaboration and communication – customer to developer and developer to developer  Collocation of team members  Small teams  Team empowerment  Accommodation of change  “Good Enough” documentation  Note: many of these items are present in varying degrees in current Raytheon processes Agile Themes

6. Intelligence and Information Systems 6 © 2004 Raytheon Company 3/17/2004  Program X is addressing obsolescence issues on an existing Legacy system.  Currently in a study phase with program ATP expected this Fall  There is a stable requirements base  At the customer’s request, plans are to inject new technology to replace old technology (both H/W and S/W) on an aggressive schedule  The customer is open to using selected Agile methods to enhance our current development process  Current Process Plan  Rational Unified Process (RUP) (tailored) for overall program development  Inception Phase  Elaboration Phase  Construction Phase  Transition Phase  Tailored form of Scrum for team management Program X

7. Intelligence and Information Systems 7 © 2004 Raytheon Company 3/17/2004  The Program X Engineering model is being developed during the study phase to address several risks  A new system architecture  Adaptation of Agile Software Development methodologies  Use of the JAVA Language and tools, J2EE standards, Object to Relational Database mapping tool  A new resource management and control architecture and JAVA based display framework  Database performance, JAVA I/O performance and Workflow (product flow) performance  A full development exercise Program X Engineering Model

8. Intelligence and Information Systems 8 © 2004 Raytheon Company 3/17/2004  Using a tailored version of Scrum  Teams  3 Scrum Teams – 16 S/W Engineers (8, 3, 5)  Technical Synchronization – 1 System Architect and 2 S/W Architects  Test Group – 3 S/W Engineers  First Release is 9 Sprints  Each Sprint is 4 weeks long  Prioritized Backlog and Sprint Backlogs  Daily Scrums and Weekly Scrum of Scrums  The 3 questions  What have you accomplished since the last meeting?  What do you plan to accomplish by the next meeting?  What were your impediments?  Informal System Design Reviews with SE and S/W Architects  Sprint Reviews and Sprint planning sessions  Lessons Learned collected and applied for each Sprint  Often generate new Backlog items Program X Engineering Model Process

9. Intelligence and Information Systems 9 © 2004 Raytheon Company 3/17/2004  Software Development Process Tool kit  Must do  Unit tests  Daily builds (SCM controlled)  Team programming (modified Pair Programming)  Simple designs  Continuous collaboration  Early continuous test and integration  No overtime as a goal  Optional  Pair programming (as in XP)  Utilization of design patterns  Refactoring  Brown bag sessions to share knowledge  Completed Sprint 8 on Feb 27 with Sprint 9 to complete March 26 Program X Engineering Model Process (Cont)

10. Intelligence and Information Systems 10 © 2004 Raytheon Company 3/17/2004  What is going well  Productivity numbers at the end of Sprint 8 suggest an increase in productivity over past programs  Team morale is very high – most team members like the process  Daily Scrums and Weekly Scrum of Scrums are very useful  Team members liked having a prioritized list to work from and being able to focus on one Sprint at a time  Scrum Masters like the Sprint Backlog and the Daily Scrums as tools for tracking individuals as well as team progress  The customer is very enthusiastic about this process  What needs improvement  Tendency to overload Sprint Backlog lists  Managing the Backlog list for 3 teams became difficult and time consuming (using EXCEL spreadsheets)  Earned Value Management will be a challenge Program X Engineering Model Process Lesson Learned

11. Intelligence and Information Systems 11 © 2004 Raytheon Company 3/17/2004  Process challenges currently being addressed  Earned Value Management approach  Collecting Data on the EM effort to use in developing the approach  Applying the concepts of  Remaining work left to be done vs. amount of work accomplished  Working off a prioritized list in time box windows vs. working scheduled tasks  Approval by Customer and Raytheon approval authority  Compliance with CMMI and Raytheon Processes  Degree of agileness to implement  Approval by Customer and Raytheon approval authority  Backlog Management Process Process Challenges