Defect handling: Rolling over bugs for a hotfix

Getting critical defects fixed before a software product is released. Right ? Would make a lot of sense, that the release would be considered problematic if there are fairly severe defects open when the product is about to be released. So I was so surprised when I was speaking to the engineering manager of a team which works on the regular subscription product updates release program for a software company (consider the case where a customer has bought a subscription, and every few weeks, the software automatically updates itself with a new incremental version of the product).
In such a case, the showstopper definition has changed. Now, the showstopper is not a severe defect, but anything that imperils the periodic release of the update; since customers have come to expect that there will be a release and may have their teams somewhat geared to handle and implement this release. In such a scenario, even though it seemed so odd that me the colleague was ready to accept a defect in the released product, that earlier might have caused the product release date to be impacted because of the need to accept the defect, analyse the defect and finally incorporate the defect fix. It took some amount of discussion with the colleague before I was able to accept the way their product release was setup to get impacted by defects.
The concept was that the regular updates have a rolling list of defects along with the update, and the customers have accepted this as a standard procedure, to the extent that they study the defect list and identify the ones that could impact them and pass these back to the product team along with a list of priority. This is the case with the multiple large teams that are customers. However, this is not to say that showstopper defects will not be fixed before the product is released. If there are defects that do not allow specific workflows to happen, or cause data loss or something similar that is of a severe impact, these defects will still need to be fixed before the product update needs to be released. However, earlier definitions of what is a severe showstopper would have been released.
A defect that would have earlier caused a product release to be delayed is now considered and evaluated as to whether it really something that is critical enough that it needs to be fixed now and cannot be sent out as a part of the defect list sent out by the product team. This relaxation, just as long as customers continue to trust the product team and its criteria, ensure that the team is able to increase its chances of  releasing updates on schedule which in turn actually benefits the team as well as the customers since it increased predictability. 

Dot / Patch release: Estimating the features where there is a change required

One of the previous posts I wrote about was that of a Dot / Patch release (Estimation of dot / patch release) where there was an effort to show what are some of the reasons for a dot release or a patch release and the broad level points about how to estimate the amount of overall effort needed as well as the generation of schedule needed for the release. This needs to be done even if you already have a hard date for the release of the patch / dot release, since if the generated schedule is going far beyond the required date, then there is something wrong which would need to be solved (possibly by adding more resources, although that cannot be done in every case).
This post talks about actually doing an estimation of the changes required by working on the different features to see the overall impact of the change. Consider a case where a dot release has to be made for the application, with a change made in one of the features for a major defect. Now, the dot release has to be made in a couple of months, with the exact release date being decided based on the estimates for the different areas of the release (development effort, testing, localization, etc). One of the starting points for this estimation effort is figuring the effort needed for development, and for that, there needs to more detailed investigation of what areas need development effort.
How do you do this ? The first and most important starting point is to ensure that you have an experienced developer to do the investigation and estimate. The actual effort can be done by somebody in the development team, but the investigation should be done by a senior and experienced developer. How do you start:
- First, make sure that the developer has been given details of the change needed in terms of requirements
- Give the developer some time to discuss with other team members about the areas which are impacted.
If this is a core area, then the developer would need to go across the application to determine the impact. For example, there may be a need in the user security framework, and that would spin across all the application. If the change is localized to a specific area, then it is easier to make the effort estimate of the change. There is no great complexity in this area, as long as the developer does a thorough job.
- The senior developer should spend time with the actual developer who is going to work on the release and make sure that he has enough understanding of the changes required, and depending on the skill of the developer assigned, make sure that the correct estimate is given (which may included a required buffer).
- The developer also needs to ensure that he has spent time with people from the localization development team and the installer / release teams so that he has an idea of the amount of time needed from their side and can also include these in the effort estimate.
- The developer needs to spend a fair amount of time with the testing team so that they have a good understanding of all the changes that are going to happen in the release as well as the actual impact of the change including all the areas of the application that are impacted. 

Being able to estimate effort needed for smaller releases (patch / dot release)

One of the most difficult tasks to estimate are the smaller projects that a team needs to do. Consider a long project, the typical new version release of a software (for a typical long example, consider the schedule for the release of a new version of Microsoft Office - is it always typically more than 1 year); now even when the team is busy doing this release, there will be always be the need for doing a dot release or a patch at the same time (or even multiple such releases). Why would this happen ?
- There could be a security issue for which an urgent patch needs to be released,
- There could be some new feature that is meant to be pushed through before the next release
- Because the release schedule is long, defects that are found during the next few months are collected and released in an interim release that is then released
- And this is one of the most interesting reasons for a release - I know several people who will not take a new version of a Microsoft until a service pack has been released, since that is when it would have stabilized - so this puts pressure on a company to do a release within a few months

With all this, who does these interim releases ? For products where there is already a definite schedule of interim releases, a small sub-team can be setup to take care of these releases. Such a team will soon gain expertise in doing these smaller releases, and can work on the main release if there are no interim releases ongoing. However, for teams where there is no definite schedule of release of these interim releases, it does not make sense for a team to put dedicated folks to work on the product. Even more, in my experience, when people are assigned to such interim releases, there is a need to rotate the people working on such releases, since these are seen as essential but maintenance, not with the excitement of working for something new.
Now, once people are assigned to do the project, there is a need to figure out the schedule for such a release. However, in most of these cases, the end date is already fixed - the Product Manager already has a date in mind about when these releases need to be released. But, the team still need to define the estimate and a probable schedule in mind:
- Whether this be a dot release or a patch (a patch is a small set of files that is downloaded and can be installed, a dot release is typically the full installer with a few changes in the files). The advantage of having a dot release is that it can replace the original installer
- Define the change that is happening (this typically means the files and features that are being changed, and the estimated impact of this change)
- The amount of time needed for the development team to make the required changes
- The amount of time needed for the testing team to test the area and surrounding areas (this would also include the installer created for the release)
- Typically most products have language versions, and those need to be created and tested when a dot release or a patch is made. So, the estimate for the amount of time needed for these activities also need to be incorporated into the schedule.

Together, all of these can be woven into a schedule for the interim release. If it turns out that the deadline given is less than the projected schedule end, then you need to push back. For a small release, it is next to impossible to meet the project with the required quality principles, unless sufficient time is given. We once had a situation where a particular variation in the installer made a small error in the registry, which then prevented those who installed from being able to install another update, and there was a lot of backlash over that - we had to release another patch for that one.

Read more about the estimation done by a senior member of the development team.

What are different scrum controls?

It happens in some of the cases that the whole scrum process comes on the verge of the collapsing! In such cases it is required that the management controls stay in order, undisturbed and firm all the times. 

There are many scrum controls; however the risk assessment continues to be the most valuable one with its impacts as well.

What are different Scrum Controls?

The below mentioned are the effective scrum controls:

1. Issues: 

Issues can be thought of as the obstacles that do not pose any major risk, defect or bug but cannot be considered to be a positive aspect for the software project.

2. Risk assessment: 

This is the most influential scrum control also as it influences the other scrum controls quite much. The success of the project depends largely up on this scrum control as well its impacts.

3. Packets: 

These are product elements pending for the modification in order to facilitate the implementation of the product backlog items in to the working software that is to be released at the end of the sprint.

4. Backlog: 

This backlog consists of all the details of the bugs, defects and the requests of the customers that could not be implemented in the current release and have to be incorporated in to the next release. In addition to all these, the backlogs also consist of the technology and functionality upgrades.

5. Solutions: 

These are the scrum controls occurring between the risks, problems and changes.

6. Release and Enhancement: 

After the risk assessment, this is the second most valuable scrum control for the entire development cycle. This scrum control at any point of time represents a viable release based up on the requirement variables.

How does these scrum controls help?

- Most of the above mentioned scrum controls are employed for the management of the product backlogs and the sprint backlogs. 

- These scrum controls are used for the following purposes:

1. Managing issues
2. Obtaining better solutions

- Even these controls are reviewed from time to time and modified or reconciled if and whenever required during the sprint planning meetings. 

- These scrum controls help control chaos that occurs during the development process. 

- All the above mentioned scrum controls play a great role in the following stages of the scrum:

1. Defined processes
2. Project cost
3. Final product
4. Responsiveness to the environment
5. Completion date
6. Knowledge transfer
7. Team flexibility creativity
8. Probability of success

Scrum, we can say is an enhanced version of the iterative and incremental object oriented development cycle. 

The software releases in a scrum are planned according to the below mentioned variables:

1. Time pressure: Time frame required to make most of the competitive advantage.
2. Quality
3. Resource: It includes staff availability and funds.
4. Vision (system vision)
5. Competition: What is required to gain the competitive edge?
6. Customer requirements: How the current system can be enhanced?

All the above mentioned can be modified according to the development plan during the project. But any processes carried out further should take these changed variables in to account. A system that requires a complicate and complex development process require appropriate control and maximum and efficient control.