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How Automation Reveals Technical Debt
1.
© 2013 IBM
Corporation How Automation Reveals Technical Debt
2.
© 2013 IBM
Corporation Eric’s Bio I’m a DevOps Evangelist at UrbanCode where I helps customers get the most out of their build, deploy and release processes. I have automation experience throughout the application life-cycle in roles as a developer, test automation engineer, and support engineer. For the last 9 years, I’ve been focused on CI, CD and DevOps Eric Minick eric@urbancode.com @EricMinick
3.
© 2013 IBM
Corporation Technical Debt
4.
© 2013 IBM
Corporation Why do we accumulate technical debt? We leverage technical debt to deliver more faster. De-leveraging is rarely accounted for in project planning. Green-Shifting* Scope Time Resources * http://www.drdobbs.com/191600661
5.
© 2013 IBM
Corporation Why do we care? Paying interest 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Now Later Later Still Much Later Debt Paid Interest Paid Value Delivered
6.
© 2013 IBM
Corporation Why do we care? Or paying our debts 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Now Later Later Still Much Later Debt Paid Interest Paid Value Delivered
7.
© 2013 IBM
Corporation Pay it now, or pay more later Debt Paid Interest Paid Value Delivered Debt Paid Interest Paid Value Delivered
8.
© 2013 IBM
Corporation Why should we care? Baggage that slows the team Lack of automated tests lengthen QA cycles Fear of merging work Unrefactored code slow to work with Slow build / deploy processes delay learning and release pace Quality issues Lack of tests results in buggier code Releases are error prone and lead to unnecessary outages
9.
© 2013 IBM
Corporation The limits of what we know Known Knowns: Bugs confirmed and tracked Known Unknowns: Undiscovered bugs Unknown unknowns: One of our project teams is using a GPL’d library making their product impossible to ship
10.
© 2013 IBM
Corporation Where Automation Helps “Testing” for debt: Automated tests, code scans and reports can help identify (and quantify) problems. Automation as a learning experience: The act of automating brings surprises.
11.
© 2013 IBM
Corporation Testing for Debt Continuous Integration (multi-component) Code Inspection Watching Trends
12.
© 2013 IBM
Corporation Testing for Debt: Continuous Integration On code commit, build and test the software Roll up changes to build-time or runtime dependencies and test those too to identify API incompatibilities
13.
© 2013 IBM
Corporation Testing for Debt: Code Inspection Code Reviews – Rapidly detect issues Static Code Analysis – Tool based checks for bugs, code duplication, code theft, & non-compliance with dev standards.
14.
© 2013 IBM
Corporation Testing for Debt: Code Inspection Code Reviews – Rapidly detect issues Static Code Analysis – Tool based checks for bugs, code duplication, code theft, & non-compliance with dev standards.
15.
© 2013 IBM
Corporation Testing for Debt: Watching Trends
16.
© 2013 IBM
Corporation More visualizations: Sonar http://nemo.sonarsource.org/dashboard/index/327690?did= 6
17.
© 2013 IBM
Corporation An example safety net Continuous build & unit test Nightly slow tests / code scans Emails identifying new issues – ideally tied against source code changes Regular inspection of trends Bugs / Stories entered around issues
18.
© 2013 IBM
Corporation Automation as a learning experience Implementing the safety net helps us discover unacknowledged debt
19.
© 2013 IBM
Corporation Tests? What tests?
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© 2013 IBM
Corporation Automation Examples: The Build Build time dependencies not understood Build scripts missing or incomplete “Magic build server” anti-pattern http://www.urbancode.com/html/resources/webinars/Role_of_Binary_repositories_in_Software_Configuration_Management.html
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Corporation Automation Examples: Deployment Deployment scripts scarce “Special Instructions” with most deployments indicate non- repeatable process Environmental differences handled poorly Separation of duties less than real
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Corporation Automation Example: Test Automation Requirements less well understood Existing tests are few, stale, un-optimized Application not architected for testability
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Corporation Expect the unexpected when automating At scale, Green-Shifting, has hidden issues Include these discoveries in ROI estimations for automation (positively and negatively) This is a happy side effect
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Corporation Start making decisions
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Corporation Direct and indirect automation benefits Direct: We tested for problems and found them. Indirect: In attempting to be more efficient, we automated, and accidently discovered problems.
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Corporation Automating for the team Provide a “safety net” to detect and recognize issues. Diagnose and repair lack of repeatability in build-deploy-test Quantify accumulating debt in support of fighting scope creep Team level tooling is fine
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Corporation Automating the enterprise Benefits extend beyond aggregate team level benefits Central Automation and Reporting gets us: –Identify who can use shared configuration –Who has tests, who doesn’t –Who is using what tools –Build / deploy failure rates
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Corporation Stories from customers
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Corporation Favorite Examples: Deployment Failures Debt: High rate of deployment failures a problem Interest: QA productivity is getting hurt & lengthened time to market Goal: Reduce failure rate from 40% to 5% Approach: Avoid manually fixing a deployment. Fix the automation and redeploy. Enforcement: Monthly / weekly spreadsheet of success to CIO with a six month plan.
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Corporation Favorite Examples: “End of Day” Commits Debt: Developers commit breaking changes at the end of the day Interest: Code base broken in morning, or other people stay up late to fix it. Goal: Avoid other devs staying late to clean up Approach: Report on failures, and react to negative patterns as a team. Enforcement: Social pressures
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Corporation
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Corporation Favorite Examples: Low numbers of tests Problem: Unit testing discipline breaking down over time Goal: Maintain high or improving coverage Approach: Standard coverage tools and an emphasis on upward trends. Enforcement: Trending report on monitor over CIO’s door
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Corporation No hiding! No greenshifting
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Corporation Summary We accumulate technical debt as we race to deliver more, faster. This causes us to eventually release less, slower, with worse quality Automation directly and indirectly helps us find issues. There are benefits at both team and enterprise levels.
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Corporation More References http://urbancode.com/resources Enterprise CD Maturity Model Lean Build & Deployment Automation Managing Release Risks with Metrics Blogs.urbancode.com Twitter.com/UrbanCode facebook.com/IBMUrbanCodeProduc Slideshare.net/Urbancode
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Corporation Yes, we sell products for this uBuild –Build management and continuous integration uDeploy –Deployment and release automation uRelease –Release management tool for planning and executing big releases ... And IBM’s amazing portfolio of CLM, testing tools, service virtualization, provisioning, etc, etc.
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Corporation Questions? eminick@us.ibm.com @EricMinick, @Urbancode Slideshare.net/Urbancode
Notes de l'éditeur
Collected technical work left undone.When a feature changes, there’s immediate debt to documentation. When we branch, as we work longer in parallel, we accumulate a debt towards integrating. CI minimizes the accumulation of that debt.
My apologies to Mr. Rumsfeld.
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