Webster VisualizeWebster VisualizeWebster Financial
Team Visual Scrumware
Joe AndrusyszynMark Bryant
Brian HannanRobert Songer
OutlineOutline
Overview Process Requirements Design Testing Risks Schedule Metrics Reflections
Overview – The ProblemOverview – The Problem
Webster Financial employs a XML-based automated testing strategy
Test case logic comes from business analysts
XML test cases written by development team
Webster needs to bridge the gap
Overview – The SolutionOverview – The Solution
Flowchart application inspired by Microsoft Visio
ProcessProcess
Structured Scrum– Process Constraints
• Webster Financial is very structured• Forced to create SRS up front
– Scrum• Initially, system needs were not clear• Low process overhead• No project leader• Works well for small groups• Flexibility for UI development
Process ActivitiesProcess Activities
Weekly Telephone Meetings w/ ClientScrum Meetings – 3 times per week
Weekly Project MeetingsSprint Backlog (activity schedule)
Sprint Burndown Charts
Requirements ProcessRequirements Process
Elicitation– Teleconferencing– Throwaway Prototypes
Negotiation Multiple SRS Revisions
– Client reviews– Revisions based on reviews
Final SRS– Sign off by client– Not expected to change
RequirementsRequirements
Validation– GUI prototypes given to client– Technology Prototypes
Acceptance Testing– UAT Plan based off the SRS
Future Management– Evolutionary & Throwaway Prototyping
RequirementsRequirements
DesignDesign
Incremental.NET 2.0 Framework
– XML & GUIDiagrams
– State– Sequence– XSD organization
Current Status
TestingTesting
Acceptance– Created from SRS– Handed over to client
Unit– Automation w/ NUnit
System IntegrationRegressionTracking with Bugzilla
RisksRisks
Risk ID Number
Risk DescriptionImpact Rating
Probability of Occurrence
Weighted Impact Rating
1Team members are taking other classes which could cause some deliverables to be late or of lesser quality
8.00 80% 64.00
2Team members' focus is on things other than required deliverables, causing the team to be late or miss key deliverables
9.00 60% 54.00
3The team does not understand the full needs and desires of the customer.
10.00 50% 50.00
Risk MitigationRisk Mitigation
Strategies for Top 3 Risks– Allocate work around class schedules– Prioritize tasks in sprint planning– Throwaway prototyping on top of
evolutionary systemSuccessfully Mitigated
– Requirements Creep– Lack of C# knowledge
ScheduleSchedule
Monthly SprintsFive Product Releases
– one or two per sprintSprint ScheduleCurrent Status
Sprint Schedule - ExampleSprint Schedule - ExampleSprint MonthSprint Month FebruaryFebruary
Sprint ThemeSprint ThemeOperational Prototyping, Test Planning & Operational Prototyping, Test Planning &
DesignDesign
# Activity Level 1Activity Level 2
Activity Level 3
Assigned To
Activity Start Date
Activity End Date
Estimated Work Hours
Actual Work Hours
Estimated %
Complete
Estimated Hours
RemainingComments
1 Requirements Brian, Rob, Joe, Mark
30 32.5 100% 0
1.1 Finish Finish
ElicitationElicitation
Brian, Rob, Brian, Rob, Joe, MarkJoe, Mark
2/1/20082/1/2008 2/12/20082/12/2008 5.55.5 6.56.5 100%100% 00
Elicitation may still need to be Elicitation may still need to be done as we develop the done as we develop the
features that didn’t have many features that didn’t have many requirements up front.requirements up front.
1.11 client client phone phone
meetingsmeetings
Brian, Rob, Brian, Rob, Joe, MarkJoe, Mark
2/1/20082/1/2008 2/29/20082/29/2008 66 1010 100%100% 00
We will not need to have client We will not need to have client phone meetings for phone meetings for
requirements anymore. The requirements anymore. The rest will be taken care of rest will be taken care of
through emails. through emails.
1.12 client client emailsemails
RobRob 2/1/20082/1/2008 2/29/20082/29/2008 44 44 100%100% 00
Emails should hopefully Emails should hopefully increase from the normal due increase from the normal due to not having phone meetings to not having phone meetings
with the client.with the client.
1.2
Complete Complete Baseline Baseline
SRS SRS DocumentDocument
Brian, Rob, Brian, Rob, Joe, MarkJoe, Mark
2/1/20082/1/2008 2/12/20082/12/2008 14.514.5 1212 100%100% 00Estimate extended as more Estimate extended as more
work was neededwork was needed
Sprint OrganizationSprint Organization
MetricsMetrics
Estimation AccuracyDefects
– Per Release– Per Module
Time Spent Per Module
Effort EstimationEffort Estimation
Estimation Accuracy
0
50
100
150
200
250
Week 4 Week 5 Week 6 Week 7 Week 8 Week 9
Week
Per
cen
tag
e o
f E
stim
ate
Actual Ideal
ReflectionsReflections
Current Project StatusPositive
– Relatively on schedule– Under budget
• Removal of Oracle Database requirements– No need for XML interpreter– No interaction with Webster libraries needed– Saves Webster lots of money for a test harness
– Well-defined scope & SRS
ReflectionsReflections
Negative– SRS completed late
• Design pushed back
– Slow start• Five weeks of foggy ideas about system
– Little face-to-face interaction w/ client
Heading Into SpringHeading Into Spring
Continue Design– UI research and exploration
Incremental ImplementationIntegrate Test PlanProduct Releases
Webster VisualizeWebster Visualize
Webster FinancialTeam Visual Scrumware
Joe AndrusyszynMark Bryant
Brian HannanRobert Songer