technical debt:technical debt: assessment and reduction · 2019-12-16 · typyp gical stakeholders...
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Technical Debt:Technical Debt:Assessment and Reduction
Israel Gat
Agile 2011Salt Lake City, UTy,August 8, 2011
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Agenda Part I: Technical Debt in the Overall Context of the Software
Process
Part II: What Really is Technical Debt?
Part III : Case Study – NotMyCompany, Inc.y y p y,
Part IV: The Tricky Nature of Technical Debt
Part V: Unified Governance
Part VI: Process Control Models
Part VII: Reducing Technical Debt
Part VIII: Takeaways
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Part VIII: Takeaways
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Part I:Technical Debt in theTechnical Debt in the Overall Context of the Software Process
• A Holistic Model of the Software Process• Two Aspects of Output• Three Aspects of Technical Debt• Six Aspects of Software
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A Holistic Model of the Software Process
Process
Output
Outcome
Output
Outcome
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Two Aspects of Outputp p
ProcessProductivity
OutputQ lit
Outcome
OutputQuality
Outcome
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Three Aspects of Technical Debtp
ProcessProductivity
OutputTechnicalD bt
Outcome
OutputDebt
OutcomeAssessment Prevention
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Reduction
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Six Aspects of Softwarep
Portfolio Governance
Product Planning
Release Management
Project Management
Release Management
Iteration Management
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Technical Practices
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Part II: Wh t R ll i T h i l D bt?What Really is Technical Debt?• What’s in a Metaphor?• Code Analysis• Time is Money
Moneti ing Technical Debt• Monetizing Technical Debt• Typical Stakeholder Dialog Around Technical Debt• Analysis of the Cassandra Codey• Project Dashboard
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What’s in a Metaphor?p Ward Cunningham’s Metaphor:
• “A little debt speeds development so long as it is paid back promptly p p g p p p ywith a rewrite”
Definition for today:• “Quality issues in the code other than function/feature completeness”
– It is about doing the system right (“Intrinsic Quality”)– Not about doing the right system (“Extrinsic Quality”)
Typical technical debt components:• Complexity• Duplication• Rule violations• Test coverage
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g• Documentation
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Code Analysisy One technical debt tends to pile over another, which piles over yet
another technical debt that piles…• To find your current level of debt, you can’t simply add the week you
borrowed last year to the two weeks you borrowed three months ago• Rather, you need to inspect the code, y p
Code Analysis
Quality Deficits
Time to Fix per DeficitTime to Fix per Deficit
Aggregate time to Fix
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Aggregate $$ to Fix
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Time is Moneyy Think of the amount of money the borrowed time represents –
the $$ grand total required to eliminate all issues found in the code
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Example I: Monetized Technical Debtp Accrued technical debt in the amount of $500K
O 200K li f d On 200K lines of code
The makeup of the debt is represented in the pie chart below
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Typical Stakeholders Dialog Around Technical Debtyp g “Technical debt of $500K over 200K lines of code”
“60% f th d bt i d t l k f it t t ” “60% of the debt is due to lack of unit test coverage”
“‘Pay back’ 70% of unit test coverage debt prior to shipping the software”software”
“Other kinds of debt will be paid back during the first year after release”release
“Rule violation will be the #1 priority during the period after release”
“Once we reach technical debt level of $100K we will shift back resources from technical debt reduction to feature development”
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Example II: Analysis of the Cassandra Codep y
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Since the 0.4.0 release both Complexity (per class) and Technical Debt have increased.
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Example III: Project Dashboardp j
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Part III: Case Study –yNotMyCompany, Inc.
• NotMyCompany Highlights• Modernizing Legacy Code• Error Proneness
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NotMyCompany Highlightsy p y g g Hosted eCommerce platform for small retailers:
• One stop shoppingp pp g• White-glove service• Three nines availability• Business as a service (warehousing distribution)• Business as a service (warehousing, distribution)
Challenges:• Legacy code – 200KLOC - $500K technical debt• Legacy code – 200KLOC - $500K technical debt
• Expansion – the SoftwareAreUs acquisition• The software process control debate
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• Agile vis-avis ITIL
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NotMyCompany Highlights (Cont’d)y p y g g ( )• Expansion – Acquisition of SocialAreUS• How Often Should the Line be Stopped?• Agile Versus ITIL
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Exercise #1 – Modernizing L C dLegacy Code
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Exercise – Modernizing Legacy Codeg g y Read the NotMyCompany case study through the section entitled
Exercise #1 in the handout
Discuss the following questions in your table/group:1. Does the strategy summarized in the slide “Typical Stakeholders Dialog” make
sense as a debt reduction strategy?sense as a debt reduction strategy?2. Which best practices would you recommend for implementing this strategy?3. What would be a compelling argument for adopting a ‘Reduce Complexity
First’ strategy?gy
Report back
Ti ll ti 40 i t Time allocation – 40 minutes: • 30 minutes for reading the case study and group discussion• 10 minutes for group reports
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Continue Reading Only After Reporting Back on the Exercise
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Answer to Question #3 in Exercise #1 Cyclomatic complexity in excess of ~30 per file for a significant
number of Java files
(Source: http://www.enerjy.com/blog/?p=198)
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Part IV: The Tricky Nature of T h i l D btTechnical Debt• The Explicit Form of Technical Debt• The Implicit Form of Technical Debt• The Strategic Impact of Technical Debt
No Good Strateg Follo ing Prolonged Neglect• No Good Strategy Following Prolonged Neglect
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The Explicit Form of Technical Debtp Resource allocation decisions:
• “Functional testing is good enough for us… no need to waste precious g g g presources to do unit testing…”
[Confession of a VP of development with numerous Cyclomatic complexity readings in the hundreds…]
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The Implicit Form of Technical Debtp Implicit forms – in the nature of things:
• Relentless function/feature pressure leads to taking technical debt and p gneglecting measures to keep software decay in check
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The Vicious Cycle of Technical Debty
(More) Relentless Pressure
Take Technical
D btDiminished
Dev Velocity DebtDev Velocity
Fail to Pay Debt Back
Technical Debt
A Debt Back
Neglect Maintenance
Accrues
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Maintenance
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The Strategic Effect of Technical Debtg
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No Good Strategy Following Prolonged Neglectgy g g g “Indeed, the economic value of lagging applications is questionable
after about three to five years. The degradation of initial structure and the increasing difficulty of making updates without ‘bad fixes’ tends towards negative returns on investment (ROI) within a few years.”
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Part V: Unified GovernancePart V: Unified Governance• How We View Success• Three Core Metrics• Productivity, Affordability, Risk• What is the Real ROI?
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How We View Success: An Agile Approach to g ppGovernance
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Three Core Metrics
ValueN t P t V l (NPV) $$Net Present Value (NPV) - $$
ConstraintsQualityCost - $$Technical Debt - $$
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Productivity, Affordability, Risky, y, Long-term productivity: Cost > Technical Debt
L t ff d bilit V l C t T h i l D bt Long-term affordability: Value >> Cost + Technical Debt
Unifying equation: Value >> Cost > Technical Debt
Risk: Imbalance(s) between the three core metrics
Value
Net Present Value (NPV) - $$
ConstraintsQuality
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Constraints
Cost - $$Quality
Technical Debt - $$ Israel Gat
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What is the Real ROI?
Is your rate of return on investment 900% or is it actually 233%?!
Expected Final Value of Investment - $10M
Cost - $1MTechnical Debt - $2M
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Part VI: Process Control ModelsPart VI: Process Control Models• A Typical Technical Debt Pattern• Process Control View of Scrum• Integration of Technical Debt in the Agile Process• Using Statistical Process Control Methods
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A Typical Technical Debt Patternyp
$$NPVNPV
Key:Z1=Get Well ZoneZ2 St bili ti Z
C
Z2=Stabilization ZoneZ3=Pay Off Zone
Z1 Z2 Z3
C
Z1
TimeTD
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T1 T2 T3
Israel Gat
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Process Control View of Scrum
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Source: Agile Software Development with Scrum
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Integration of Technical Debt in the Agile Processg g
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Using Statistical Process Control Methodsg Use Statistical Process Control methods on Technical Debt samples
• In the example below, Cyclomatic Complexity per Java Class can be p y p y pused as the Quality Characteristic
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Source: Wikipedia
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Part VII: Reducing Technical DebtDebt• A Framework for Thinking about and Acting on Technical Debt Issues• Portfolio Governance
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A Framework for the Technical Debt Initiative To become actionable, follow the technical debt assessment with a
technical debt reduction initiative:• SWAT team• Evangelism• Agile methodsAgile methods• Technical debt items as an integral part of the product backlog of
every team:– If you are starting the technical debt initiative amidst converting to Agile introduceIf you are starting the technical debt initiative amidst converting to Agile, introduce
technical debt as part of the conversion to Agile
• Governance of the Technical Debt Initiative as a strategic investment theme
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Portfolio Governance Intentionality through Technical Debt as a Strategic Investment
Theme
Sample Strategic AllocationsN M k tNew Markets
Strategic CustomersCustomersTechnical Debt
Maintenance
Sales OpportunitiesT ti T l
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Testing Tools
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Part VIII: TakeawayPart VIII: Takeaway• Nine Simple Takeaway• Connecting the dots
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Nine Simple Takeawaysp y Technical debt shifts the emphasis in software development from
proficiency of the software process to the output of the process
It enables moving on and up from Random Checks to Continuous Inspection of the code
It changes the playing fields from qualitative assessment to quantitative measurement of the quality of software
It is an effective antidote to the relentless function/feature pressure
It is applicable to any amount of code It is applicable to any amount of code
It can be applied at any point in time in the software life-cycle
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It can be used with any software method, not “just” Agile
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Nine Simple Takeaways (Cont’d)p y ( ) It enables effective governance of the software process
It bl ff ti f th d t tf li It enables effective governance of the product portfolio
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