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Focused Integration Development with Agile Methodologies

Prepared by:

Michael DeAngelo

Senior Technical Lead

Calance, Inc.

Ensuring project success requires discovering and managing each client’s individual nuances and needs

Session ID#:

About Calance

Our Expertise

■ Calance has been an industry leader in providing integration solutions since 2001

■ We have successfully integrated:

▪ Primavera Contract Management

▪ Primavera P6

▪ PeopleSoft

▪ JD Edwards

▪ Timberline Accounting

■ Integrations are developed using the Calance Dimension Integration Framework

Our Clients

Calance serves a wide range of clients in the construction management and project planning domains including: school districts, general contractors, municipalities, mining, and energy

Dimension Integration Framework

Connectors

A set of libraries to facilitate reading from and writing to

various sources

There is connector per system

Contain the ability to communicate with

databases, web services, and SDKs

Integration Core

Consists of libraries that encapsulate logic common

to all integrations

Provides ETL and data validation mechanisms

Implementation

Integration stacks are partitioned into integration

families

Each integration automates a specific business need

Each integration is tailor to customer needs

The Nature Of Integration Projects

Integration Projects

Large Variations in Data Structure and Quality

Highly Configurable Enterprise Systems

Large Amounts of Institutional Knowledge

Complex Validations

Highly Susceptible to Scope Creep

Variations in Data

■ Legacy data

■ Poorly structured data

■ Workarounds that lead to complex data

■ Lack of consistency or prevalent exceptions to the rules

Variation in Systems

■ Large variations in implementations of highly configurable ERP systems such as PeopleSoft

▪ Component interfaces

▪ Business rules and

validations in modules

■ Data is read from and written to many locations

▪ DB

▪ APIs/Web Services

▪ Flat files/Spreadsheets

Institutional Knowledge

■ Large amount of institutional knowledge in the various groups of users and stakeholders, which leads to:

▪ Undocumented and

obscure processes that

are difficult to automate

▪ Additional, previously

undocumented,

complexity

▪ Special cases and

exceptions to the rules

Validations

■ Often underestimated but play a critical role in integrations

■ Validations continually evolve as the understanding of the systems increase

Agile and Scrum

http://agilemanifesto.org/

Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan

Scrum Overview

■ Is an iterative method of software development that ensures customers are continually realizing value

■ Allows for nimble and rapid responses to changes in requirements and scope

■ Shorten feedback loop between development team and client needs

Scrum Mechanics

Kanban Overview

■ Comes from Lean Manufacturing

■ Roughly translates to billboard

■ Primary Goals

▪ Continuous delivery

▪ Limit WIP (Work in

Progress)

▪ Visualization of

project/product state

▪ Discover bottlenecks

▪ Incremental improvements

of process

Kanban Mechanics

The Fit and Execution

Real World Constraints

■ Can be difficult in practice

▪ Processes should be

adapted to the needs of

the team

■ Important to remember primary objectives of Agile

▪ Continually demonstrating

value to client

▪ Adapting to change

Team Mentality

■ We are all working to achieve a common goal and we are all responsible for the project’s success

▪ There is no single owner of a technology, codebase, or client

▪ It is not acceptable for an individual to ‘only do one thing’

▪ We all have primary and secondary skillsets

One Team Many Projects

■ Pros

▪ Each sprint has a unique an

well defined goal

▪ Each sprint can have multiple

Product Owners each with an

in-depth understanding of the

client needs

■ Cons

▪ There is never a ‘team’

retrospective

▪ Difficult to allocate time to

multiple sprints

■ Pros

▪ There is a single Sprint

Backlog and thus a master

priority list

▪ No need to partition time

between sprints

■ Cons

▪ Difficult to define the

‘shippable’ product

Sprint Per Project One Sprint Many Projects

Support and Maintenance

■ While we use Scrum for project work, we use Kanban for support Tickets

■ Limiting the WIP helps to ensure that we do not drop issues

Agility with Agile

■ Iteration the process not just the product/project

■ Adapt your processes to be more effective over time

Please complete the session evaluation We appreciate your feedback and insight