Agile Development Blog

Yesterday, we kicked off Rally’s Roadshow announcing the industry’s first Agile Portfolio Management solution. What an incredible opportunity to tell the Rally story, hear an inspiring presentation from Geoffrey Moore on how to escape the pull of the past, listen to the real-life story of aligning strategy and execution from Nina Schoen at Getty Images, and moderate a panel so lively that the panelists starting asking each other the questions.

Catch the Next Agile Portfolio Management Roadshow

Panelists Geoffrey Moore, Nina Schoen, Todd Olson, Dave West, Ronica Roth

The best way to learn more about this new solution is to tune in to our Agile Portfolio Management roadshow. Although we kicked it off this morning in the Bay Area, you can still catch Dec 8 in Boston (with Dave West from Forrester Research, Chris Haley from The CBORD Group, and Rallyers Todd Olson, Ann Konkler, Rick Simmons and others) and Dec 13 in Dallas (with author Dean Leffingwell, Chad Holdorf from John Deere, and Rallyers Todd Olson, Isaac Montgomery, Julie Chickering and others). If you can’t attend in-person, sign up for the virtual event where we webcast nearly the entire event from keynote to panel presentation, and incorporate online questions.

Self-Serve Materials to Learn More

Below are a few additional materials if you’re the self-serve type. The recorded webcast and slides of the above roadshows will be posted soon as well.

• Strategy Meets Execution web site - Learn about the full solution, including Rally Portfolio Manager, Agile Portfolio Steering Workshop and educational resources.
• IDC case study – Pay special attention to the great case study written by Melinda Ballou that highlights the work of Nina Schoen and her team at Getty Images on getting alignment through Kanban portfolios. Nina spoke about her real-life experiences at this morning’s Bay Area event.
• Press releases – Check out the Agile Portfolio Management press release, and also another announcement made today on our new board members Tim Wolf and Mark Carges.

Next stop of the roadshow is Dec 8 in Boston, MA. We hope to see you there!

Ryan Martens is CTO/Founder of Rally Software, a recovering Entrepreneur-in-Residence at the Unreasonable Institute and chief promoter of the Entrepreneurs Foundation of Colorado. You can follow him on Twitter @RallyOn.

40 preview customers, 34 builds, 3 launch events, 1 product. That’s what it took to launch our Agile Portfolio Management solution. Following Rally’s latest customer development project (see Ryan’s Lean Startup post), here’s how it all happened and Rally’s gift to you for the holiday season…

40 Preview Customers

A year ago, we put a call out to the Agile community. We knew to get it right, we had to first learn how customers currently managed their strategic plans, and the challenges they were encountering. So we scheduled many, many interviews talking to development managers, product managers and program managers currently working in large Agile development organizations to identify our “earlyvangelists”: those feeling the pain and feeling it badly enough that they crafted a way to solve it. We found most of the earlyvangelists were using Excel as their strategic planning solution – quite a flexible option for planning, but very tedious and manual to track development status of these plans.

As we dug deeper, a common set of needs quickly emerged from these interviews:

1. Highly customizable - Every organization seems to use different terms to refer to their strategic levels (features, projects, themes, epics, SAGAs, etc.), and how many strategic levels they tracked. There is often a strong attachment to that taxonomy.
2. High-level development status - Too much time is spent in Excel collating development status information to inform audiences outside of development. Questions such as: Did we start that initiative? Will we be able to deliver that work by this date? How much time have we spent so far working on this thing?
3. Tracking marketable items – As Agile has scaled in development, the business is drowning in user stories and needs a way to track additional information such as: value, risk, high level size, cost and sometimes unique information like the name of the product manager accountable for delivering a feature.
4. Realistic roadmaps – Roadmaps are mostly created in PowerPoint without accounting for actual development capacity. That results in overly optimistic plans and missed expectations. The challenge is exacerbated when teams cannot be fully cross-functional because the value to deliver requires specialized skills, often with limited yet high-demand capacity.
5. Alignment reports - There is a need to report back to the business that development is on track with the strategic goals. Most often those are created in Excel by manually and tediously pulling information from existing tools.

From that list of identified needs, we created our backlog of features to build in our MVP (Minimum Viable Product), and took names of customers willing to install it. What was in it for them? Helping us build a supported solution to their current challenges.

We also engaged with Rally coaches and industry experts, like Dean Leffingwell, to ensure our solution would support practical and proven ways to scaling Agile.

34 Builds

Our very first MVP was actually provided to us by one of those preview customers who had been trying to solve the problem on his own – a true sign of an earlyvangelist! Thank you, Stephen, for your contribution to this project.

The MVP – named Project Stratus – was a rich client application connected to the Rally platform.  That separate application allowed us to clearly separate our development resources – those focused on our current product roadmap – from our customer development resources, and to iterate quickly to incorporate earlyvangelists feedback. We produced 34 builds in that period, about 3 each month.

Once it became obvious that we were on to something of great value to the Agile community, we started allocating core development resources to implement the critical features in our flagship product, Rally ALM.

Our hypothesis of providing a separate application well integrated with Rally was invalidated. Earlyvangelists were clear: they expected to have both strategy and execution solutions in one single environment, so the strategy was visible to development teams and execution information was available when building strategic plans.

3 Launch Events

After 34 builds, we are ready to launch the product to all customers! To unveil our entire Agile Portfolio Management solution, we are getting on the road and rallying software and business celebrities to share their knowledge on the need for businesses to join the Agile curve. We will launch our solution in the Bay Area, Boston and Dallas. In-person attendees will have the opportunity to:

• Meet industry experts such Geoffrey Moore, Dean Leffingwell and Dave West
• Meet preview users, from Getty Images, The CBORD Group and John Deere, to learn how they used the highly-functioning MVP to help steer their Agile portfolios over the last year
• Participate in breakout sessions to get up close and personal with our Agile Portfolio Management solution

Not to foreshadow too much, this launch signals a major advancement for the Agile community, one that links the business and technical parts in agility. Now that is what we like to call – Scaling Agility.

1 Product

On Dec 6, we will launch the first increment of our Agile Portfolio Management product. That increment will address the most critical needs identified above. As 2012 unfolds, we will continuously deliver additional increments of the product roadmap that we validated in our customer development effort.

Don’t miss the chance to kick off Agile Portfolio Management in your organization!  We are sending quite a crew of Rally folks to each launch event to answer questions and demo our solution. We hope you will jump on that opportunity!

To sign up, register at www.rallydev.com/rpm for your preferred city. If you cannot attend live, sign up for the webcasts that will broadcast a portion of the live events.

(This post is the eighth in our series Scaling Agile to the Strategic Level)

Catherine Connor is Product Marketing director at Rally Software, with a passion for bringing Agile to product management. She loves hiking the Colorado foothills and cheering on the University of Colorado women’s basketball team.

Ryan in the cockpit with Tim the ISG System Tester

The Intelligent Solutions Group at John Deere recently confirmed that they have been engaged in a large-scale Agile transformation since 2010. Chad Holdorf, Scaled Agile Coach at John Deere, has been sharing news about agile in his blog, Scaled Agile Delivery, since 2008. Chad’s blog is packed with useful information and fun videos including recent posts about Deere’s tool selection process and teaching Scrum with Legos. Deere’s Agile experience is also included in Dean Leffingwell’s new book Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise Requirements and on Dean’s blog.

At Rally, we are proud to be a part of John Deere’s successful Agile rollout, and I just retuned from a visit to Deere’s facility in Des Moines. I want to give a huge shout out to Chad and thank the entire ISG team for hosting me for two days. I especially want to thank them for letting me see their cool work in action. (see photos of ISG controllers steering the 8 wheeled tractor that I was driving!)  These guys are working hard on solutions that help us build more agile farming and construction solutions to help feed our growing planet.

On the trip, I got to ask Chad a few questions to highlight their blazingly fast rollout efforts.

1. When people think about John Deere, they likely picture big tractors, not software. Why Agile?

The Intelligent Solutions group designs the technology that runs our vehicles. This includes things like displays and receivers, guidance systems, field and crop management, and information and logistics systems. About a year ago, we were faced with a hard deadline for shipping a new display in a very short timeframe. It was a do or die situation. We knew then that what we had been doing wasn’t going to work for this effort. We really had no other choice but to go Agile then, and we’re still reaping the benefits now.

ISG video controllers in the tractor above

2. I know you made the deadline, but tell me more about getting 600 people to go Agile in a year?

We took an “all-in” approach. We wanted to get everyone on the same page right away, immerse them in training and Agile concepts and kick off our effort at once. Sure, it was a lot of heavy-lifting, but it really paid off when we saw the results. We moved a huge project through our pipeline in a third of the amount of time it would have taken otherwise.

3. So did the other shoe drop? How did people react to transformation? What’s different now?

We have smart, talented people. We knew that if could figure out how to get out of their way, we would improve. Since going Agile, we’ve seen huge buy-in and ownership from the teams. They have embraced the collaboration, creating team names, ribbon-cutting ceremonies and even mascots. Physical spaces have also changed. Walls have come down and work spaces are more physically open and collaborative. It’s all part of letting people do the right things. For the first time ever, we didn’t have anyone working over Thanksgiving or Christmas — and that’s even with a big end-of-year deadline. Efficiency has been huge. What would have taken us two months before, now we deliver in two weeks. I figure if John Deere can test working software every two weeks on a tractor in a field, then Agile will work anywhere.

4. You have told me about your “OSM,” can you share more with others about this key event?

After our release planning, we have an “Oh $%it Meeting.” We use that meeting to help give visibility to and cover all the contingencies and gotchas. We’ve found that it helps to refine our next iteration and make sure that we have covered everything and are ready to start the iteration.

5. I look forward to my visit this month, but give me a heads-up; What’s your next mountain to climb?

We have a few. We’re always measuring our success to make sure we’re delivering what the business needs. We’re also working to keep learning and growing our technical understanding and to encourage a culture of innovation by empowering our people to get their ideas on the table. It’s really about continually working to assess our efforts and understand how we can improve. We’ve had a great deal of success, but we’re always looking to get better.

Ryan Martens is CTO/Founder of Rally Software, a recovering Entrepreneur-in-Residence at the Unreasonable Institute and chief promoter of the Entrepreneurs Foundation of Colorado, you can follow him on Twitter @RallyOn

In our Agile Tooling for High Assurance Software Development series we’ve looked at a prescribed user story structure for requirements traceability and we dove into how tooling is important to maintain relationships needed for traceability to other artifacts in the system (defects, test cases, etc.). Given this, how do we automate a traceability matrix from Rally?

First let’s review the why. Why do we spend so much time and energy creating traceability matrices?

There are a number of sources that I could cite but I’ll go back to the Design Control Guidance for Medical Device Manufacturers, where section F Design Verification states:

DOCUMENTATION OF VERIFICATION ACTIVITIES. Some verification methods result in a document by their nature…

Another self-documenting verification method is the traceability matrix. This method is particularly useful when the design input and output are both documents; it also has great utility in software development. In the most common form of the traceability matrix, the input requirements are enumerated in a table, and references are provided to each section in the output documents (or software modules) which address or satisfy each input requirement. The matrix can also be constructed “backwards,” listing each feature in the design output and tracing which input requirement bears on that feature. This reverse approach is especially useful for detecting hidden assumptions. Hidden assumptions are dangerous because they often lead to overdesign, adding unnecessary cost and complexity to the design. In other cases, hidden assumptions turn out to be undocumented design input requirements which, once exposed, can be properly tracked and verified.

Although this is only a guidance, it is pretty clear that the FDA is encouraging the building of traceability matrices, that might be “why” we all create them. In order to automate the creation of this matrix Rally has offered two Rally Catalog apps in the product, the Iteration Traceability App and the Release Traceability App. The screenshot below shows an example of the Iteration Traceability App that displays Stories with their associated Tasks, Test Cases, and Defects for an Iteration.

In the spirit of the work that Dean Leffingwell and I have been doing I persuaded one of Rally’s awesome App Developers, Charles Ferentchak, to help me build an additional trace matrix app based on an example shared by a customer. This app is not bound to an Iteration but instead allows the creator to select from their list of tagged PRD’s and creates a trace report showing all of the features associated to the PRD along with test cases, results, design outputs, and etc.

Both of these traceability matrices are examples of possible automation that can be easily achieved by adding tooling to your Agile practice.

To submit your own idea for a Traceability Matrix to Rally’s Product Team visit Rally Ideas for Regulated Industries and the next time you are on LinkedIn be sure to join the Agile in Regulated Environments LinkedIn Group.

And, as always, I encourage your comments on this post or email craig@rallydev.com.

Craig Langenfeld is a Technical Account Manager with Rally Software Development who has been working closely with many Agile Practitioners in the Healthcare Industry to define best practices.

Dean Leffingwell is an entrepreneur, executive, author and consulting methodologist who provides agile transformation consulting services to large software enterprises. Between consulting engagements and keeping up with his Blog Dean managed to publish his latest book, Agile Software Requirements.

Are you challenged with trying to map Agile Software Requirements to a traditional requirements model for the documentation required during internal or external audits?

If you answered “yes”, you are not unlike many of Rally’s highly regulated customers who want to reap the benefits of Agile but struggle to find good tools for creating and managing system documentation. For the next two posts in our Agile Tooling for High Assurance Software series, I will provide an overview of the material that I presented to a small sampling of customers in early May at our inaugural RallyON conference in Boulder. This work is a continuation of the project that Dean Leffingwell and I have been working on over the past year.

Let’s start by reviewing Dean’s post, Agile Software Requirements in High Assurance Development, which provides us with a traceability model as well as a medical device example to follow. From there I’ll demonstrate how Rally can be used to support traceability from what we traditionally think of as a PRD, a document detailing the system’s intent, to user stories that are commonly used to implement the features of the system.

An important part of the verification effort is to assure that every feature traces to one or more user stories (or other forms of software requirements expression) as is illustrated below. But first we need to begin with a PRD that defines the overall behavior and intent of the system. This will serve as design input in FDA terms. The PRD is going to be decomposed into individual features that will be implemented by many Software Systems Requirements, which we’ll also refer to as User Stories. Take a moment to review the illustration.

With regard to managing these requirements, many of us have encountered or even created spreadsheets with thousands of rows of requirements and tens of columns of attributes that described the system we intend on building.

As part of the introduction to Agile practices we will trade-in the spreadsheet for an Agile Lifecycle Management (ALM) tool that will provide us with better traceability to the real system being implemented. An ALM tool, like Rally, allows us to create a high level user story that will represent system intent and maintain those items that we said were important to document such as a PRD. In Rally the system, intent, features, and user stories will all be tightly coupled by creating a family of user stories through parent/child relationships.

The screenshot below shows the EPAT example that Dean Leffingwell described in his post, extrapolated in Rally. Notice that our EPAT Device Enhancement has been broken down in a way that will allow us to trace each child user story back to the PRD (represented by a parent user story). Another convention being used in this example is that of tagging. Rally users often tag stories to represent requirement types like PRD, SRS, functional, or non-functional stories for better reporting on specific story groups.

Being prescriptive and consistent when structuring our Agile Software Requirements (User Stories) in Rally provides us with the unique capability to create our own custom document exports, such as the Product Requirement Document that I will highlight in a post next week.

In summary, Rally helps us to transform individual user stories that each implement a small increment of value into a aggregation of stories that represents the intended product.

To learn more about Rally’s User Story Hierarchy watch this informational video.

To submit your own ideas to Rally’s Product Team see Rally Ideas for Regulated Industries and the next time you are on LinkedIn be sure to join the Agile in Regulated Environments LinkedIn Group.

And, as always, I encourage your comments on this post or email craig@rallydev.com.

Craig Langenfeld is a Technical Account Manager with Rally Software Development who has been working closely with many Agile practitioners in the healthcare industry to define best practices.

Dean Leffingwell is an entrepreneur, executive, author and consulting methodologist who provides agile transformation consulting services to large software enterprises. Between consulting engagements and keeping up with his Blog Dean managed to publish his latest book, Agile Software Requirements.

In last week’s blog “Rationale for Project Stratus”, Ryan stated “The model articulated in Dean Leffingwell’s newest book, ”Agile Software Requirements: Lean Requirements, Practices for Teams, Programs and the Enterprise“ is clearly one of the patterns of agile strategic planning.”

In this post, I want to expand on how we reached that conclusion.

I’ll start by introducing Chad Holdorf, Agile Coach and earlyvangelist for Project Stratus. Chad has been guiding Project Stratus in support of Dean’s model. Take a look at what you get with such customer collaboration: http://www.scaledagiledelivery.com/2011/04/22/agile-portfolio-planning/

Now on to how we got there:

As mentioned in the “The Making of Project Stratus” blog, we have been diligently following a customer development process based on Steven Blank’s model. Because the book focuses on startups, we adapted the model to existing companies (like Rally) wanting to deliver new solutions to their market, but one aspect that applies to both is a ruthless search for a handful (3 to 5) of what Blank calls “earlyvangelists”.

Earlyvangelists are customers that have these particular characteristics:

1. Has a problem
2. Is aware of having a problem
3. Has been actively looking for a solution
4. Has put together a solution of piece parts
5. Has or can acquire a budget

#4 and #5 are of key importance: Earlyvangelists have more than just the problem. They have it, want to solve it, already are trying something less than ideal, and have the availability and organizational authority to garner the resources to do something more about it.

With Project Stratus, we found many many customers have the problem (unrealistic roadmaps, poor visibility into development status of marketable features, lack of alignment between business goals and feature work). There is no doubt Rally has a responsibility to the market to produce an agile strategic planning solution. The challenge is finding earlyvangelists that can guide a successful solution to that problem.

We have been grateful to locate a handful of earlyvangelists: customers who have installed the Stratus preview application with their roadmap data, run their planning process for real with it and kept my inbox interesting with plenty of “Catherine, this is great but I need X to really make it work for us.”

If you are attending our RallyON conference on May 10 and 11, you’ll get to meet Chad. If not, track the Scaled Agile Delivery videos he has posted on his site. Thanks Chad for contributing so actively to Project Stratus!

As you can tell, it takes a while to get to the commercial product the right way to ensure the product will be a success for both Rally and its customers.

As we work at delivering the first release of our agile strategic planning product to support the first identified pattern, we are working with other Chads – Nina, Jeff, Dale, and others – to further our study of strategic planning patterns that would warrant product support. Please stay tuned.

Catherine Connor is a Product Marketing Director at Rally Software. She focuses on leveraging agile and lean values for the product manager role. She is the lead for Project Stratus.

I love the leverage  you get when strategic planning is working well.

At Rally, I run our strategic planning process with help from Jean and others in our organization. We have experimented with many agendas, internal facilitators and guests, but we’ve found the most success when Jean facilitates these meetings and I lead them. It is challenging work and we try really hard to create a setting that leads to magic and allows the best to emerge from the group.  As you might imagine, if you know Jean and me, we never stop trying to improve the process. In addition to our desire to keep advancing, the context at Rally keeps changing. Whether from growth, hiring, market changes, maturation of agile, or changes in customer demographics; our overall setting for strategic planning keeps shifting. It is a difficulty that we wrestle with, but knowing it is ultimately unsolvable, we have learned to embrace the dance.

I do not recall what was the chicken and what was the egg, but we started working on strategic agile topics last year and it launched two efforts and blog series: N Levels of Planning, and Scaling Agile to the Strategic Level. In this post I am bringing the two series together to explore tooling the process of strategic planning in an agile context with Catherine and Ronica. Larger Rally customers and past employers have shown that managing a strategic plan in a spreadsheet creates vacuums. Through our efforts at Rally, we have learned that trying to maintain strategic alignment with our development teams without a single source of record to visualize variances on plan versus actual is challenging. (HINT: Slides are not a very capable source-of-record :)

It is difficult to integrate big-bang, waterfall planning/stage-gates and traditional budgeting with effective agile teams who keep learning and adjusting. It is even more difficult to stay on course as an agile organization without effectively closing the feedback loop on roadmap/strategic planning efforts. In the first instance, it is easy to simply be driven by a naive plan. In the latter, it is easy for the development effort to drift apart from the goals and direction.

These well-validated difficulties led to the birth of Project Stratus and the N-Levels of Planning efforts at Rally. These two initiatives are intended to help increase the effectiveness of strategic planning in an agile context.  They are helping us balance the need for forecasting delivery while also benefiting from the fast feedback that flows out of agile teams and programs. We like to talk about this process as steering realistic roadmaps to maximize the delivery of value.

To explore this problem space, we diligently carried out discovery and validation exercises that led to a working application (Project Stratus) and a service offering (Agile Strategic Planning) that we use to ensure the delivery of a Whole Solution. Through our customer interviews, we found that the most common strategic planning solution when doing agile development is a strategic planning person holding the plan of record in an Excel spreadsheet. This spreadsheet holds some form of a roadmap of releases, programs and resource allocations. It is updated on a regular cycle, typically quarterly. However, two major problems exist with the spreadsheet approach.

1. The plan is outdated as soon as the work starts because there are two sources of data; one for planning and one for tracking progress
2. Planning in a vacuum happens as correlating the empirical data into a highly customized spreadsheet leads to outdated data which tends to erode trust

As a result, this most common solution is horribly disappointing with human translations that lead to over-aggressive estimates and/or status updates progress reports. Bringing agile values into this faulty process will shorten feedback loops and bring real data effectively into the cycle.

In exploring the space, we are discovering multiple ways that organizations manage the strategic planning process. As we are still making sense of these patterns, it is early to report on our findings.  However, one approach does stand out.

The model articulated in Dean Leffingwell’s newest book, ”Agile Software Requirements: Lean Requirements, Practices for Teams, Programs and the Enterprise“ is clearly one of the patterns of agile strategic planning. You can see a snapshot of this method on his blog, but if you really want to learn it, you should get his book. It is a clear articulation of how to manage your strategic priorities as series of releases. The book breaks the problem into three agile requirements management areas: the team, the program and the portfolio. The beauty of this approach is how it trains all levels of product owners, product managers and portfolio managers to run in agile unison. Dean developed this model starting with the teams and working systematically up through the enterprise portfolio level (ie bottom to top). And, importantly, Dean worked this iteratively through a number of his consulting customers over the past decade (see the Big Picture section of his blog to the incremental progress laid out over time).

In addition, in Agile Software Requirements, Dean has described a “business epic kanban system” which he uses to make the work in process visible, understand the state of epics as they transition to development, and to get the portfolio planners on a similar agile page as are the agile development teams. He and a number of our customers have used this system effectively in a number of large enterprises, so we know it makes a good starting model for portfolio/strategic planners who run portfolios as a sereis of releases.

As a result, this model of strategic allocation and roadmap planning is proven to work well for agile teams that ship code series of releases. Here is Dean’s model from that book and his web site.

Big Picture: Scaled Agile Delivery Model by Dean Leffingwell

We have a number of customers making very good progress in developing strategic roadmap steering capabilities using this approach and Rally’s Project Stratus. If you are interested in this approach paired with Stratus, consider contacting Dean or Ronica, our services owner, directly or through your Rally Account Manager. (See Ronica’s contact information below.)

We will continue to explore hybrid waterfall/stage-gate, other hybrid agile (scrum/kanban), and continuous flow techniques for strategic planning in the coming months. Please stay tuned.

Finally, to fully explore the problem and solution space, we created the RallyON conference. We will host this conference in Boulder on May 10th and 11th. We limited the conference to 150 attendees and it has sold out quickly to our most active users and champions. Don’t worry if you are not attending as there are a number of ways to engage in the conversation including:

• Responding to this post with your challenges, ideas and comments on strategic planning in an agile context
• Sharing your opinion or challenges related to topics that Rally Coaches, Technical Account Managers and Product team members are posting for the conference on our new Coaching Blog.
• Posting your agile, scrum, kanban and xp questions on pm.stackexchange.com or programers.stackexchange.com to have a the community formulate answers to your questions prior, during and after the conference. We will have expert users from both of these stackexhanges on site at the conference to help us leverage this rapidly growing community.
• No matter what choice you make, please tweet your efforts with the #RallyOn11 hashtag. It will get the attention of the Rally coaches, technical account managers and product team, in addition to all the physical and virtual RallyOn attendees.

Please join us online before during and after the conference to explore the topic of strategic agile.

About the authors:

Ryan Martens is a member of NRDC’s Environmental Entrepreneurs,  founder/CEO of the Entrepreneurs Foundation of Colorado, and Founder/CTO at Rally Software Development.

Special Thanks to Catherine Connor, the lead on Project Stratus at Rally and Solutions Evangelist Ronica Roth, who owns our Services strategy at Rally.You can reach Ronica at ronica[at]rallydev.com

Does your current tooling environment provide traceability paths for User Story Verification within an Agile Iteration? My last two posts in this series described how Agile tools, like Rally and Quality Center, are used to achieve this very objective. In this post I will bring the User Story Verification conversation to a close by elaborating on the last two points of Dean Leffingwell’s proposed Traceability Paths for High Assurance Software Development.  The final two points are:

• User story to code – path to the SCM record that illustrates when and where the code was changed to achieve the story
• User story to code-level unit test (the “white box” test which assures that the new code works to its internal specifications, also maintained via path to the SCM change set)

Dean provides us with a nice illustration of the Traceability Paths Model to review before we hop into a tooling example:

Let’s start with User Story to Code!

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