CSR Haifa SW group is a part of global SW organization developing SW for CSR COACH (Camera on a Chip) SoC. The main problem we faced is a degraded SW releases quality and as a result, low customer satisfaction, big amount of bugs, etc.. From other side, SW QA team is not part of our group and we cannot utilize this resource for our purposes. You will hear about our approach to SW quality improvement through Agile implementation.

1. FOR INTERNAL USE ONLY
Michael Levin, PMP
May,2013

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CSR
Camera on a Chip (COACH) is a SoC product developed by CSR-Haifa

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COACH development teams
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“Camera On Chip”
Drivers SW (CSR- Haifa)
7 functional teams
Application SW (Outsourcing)
Customer SW
Functional
SW QA
VLSI
A&A
System
HW
SW
Production
engineering

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Goals for Agile implementation in CSR-Haifa SW
Ability to respond to business changes
Ability to respond to interrupts
360 visibility
Better planning and effort estimation
Better program and milestones tracking
Increasing of team efficiency
Minimize waste
Morale/Motivation increasing
Improve cross team coordination
Continuous improvement of SW Quality we
deliver
• This goal was identified at the stage of agile training
• Most challenging

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Solution for Quality improvement
 Problem: Drivers SW group in Haifa does not have QA
people.
 Solution: Quality Trustee (QT).
 QT is one of the scrum team engineers nominated for one
sprint to be in charge of team deliveries quality
• Unit tests – review and extension
• Code reviews
• Validating DoD completion
• Root cause analysis
• Historical technical debt
• Additional benefit: knowledge
sharing
• Has a special QT hat 

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Quality Ensuring infrastructure
Automated tests:
 Proof build – every change list is tested automatically
before submission. (~ 30 min processing time)
 Continuous integration approach – Full QA suit is run
several times per day – stability testing.

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SW teams interface optimization
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Camera On Chip SoC
Drivers SW (CSR- Haifa)
7 functional teams
Application SW (Outsourcing)
Customer SW
Drivers
team
Application
team
SW
Functional
SW QA
VLSI
A&A
System
HW
Production
engineering

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Important soft aspects
Management is fully committed to Agile process
 Management considers people needs
and caring about employees’ feelings
 Scrum Master forum
Lesson learned
Balancing between “everyone can do everything”
and deep technical expertise.

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Burn down chart (created by JIRA tracking tool)
 Tracking the progress within the sprint
 Planned vs. performed
 Tasks estimation accuracy
 Planned vs. unplanned effort
 Long term trends based on historical data

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Next on our agenda: release process
 Currently – release every 6 weeks
 Currently – several customer branches
 Need to move to full Continuous Integration:
 Automatic testing
 Unified branch
 Every check-in is a potential release…

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Open issues to be addressed
 Meet sprint commitments
 Coordination with other non-agile teams
 Handling of complicated HW/SW debugging tasks
 Conflict between test coverage and test resources
 Quality metrics
o Amount of tests
o Amount of detected bugs
o Bug detection source

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Q&A

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What to take:
• Quality improvement w/o QA
• Interfaces optimization
• Consider people needs and feeling
Summary

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Thank you!