SDLCs Case Study
Christoph Treude
School of Computing and Information Systems
The University of Melbourne
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Copyright University of Melbourne 2021-2022
2022 – Semester 1 Week 2
Software Processes & Project Management
PayPal Case Study
Background
Early ’90s, sending and receiving payments online between individuals was not an easy process.
People didn’t even imagine the possibility of such transactions, even though banks and other financial institutions had the means of conducting them.
Used in 200+ countries in the world. 50+ curriences
PayPal Case Study
How it started……
Initial product created to encrypt word documents
But no one wanted to keep word documents secret
Encrypted money transfer between PalmPilots
The first tool to transfer money electronically Built web interface as a sales demo tool
PalmPilot device not popular, so demo-ed the tech on the web
PayPal Case Study
A success story
1999: Encrypted money transfer service component
2000: Merge with an online bank (Elon Musk- X.com)
PayPal Case Study
2001: Changed name to PayPal (Confinity + X.com) 2002 Listed on NASDAQ; Acquired by Ebay (1.5bn)
A success story
PayPal Case Study
Company was small, they could rapidly build solutions which put them at the leader
Innovation began to decrease, release cycles increased from weeks to months and many months
2008 – 6 key drivers for the slow down
1. Annual Planning –defined and documented in a Product Requirements Document (PRD) which could take months and were often out of date before coding began.
PayPal Case Study
2. Complex quarterly planning
New process for planning to allow for more flexibility, added complexity
3. Domain bottlenecks
Divided the environment into 85 domains, unintended consequence was a bottleneck at certain key areas (necessary for every project). These included risk, compliance, payments.
4. Developer context switching
To enable more projects to kick-off, developer were assigned to multiple projects during planning. This context switching reduced productivity of the individual and team.
PayPal Case Study
5. Traditional waterfall development
To facilitate and coordinate efforts across the organisation, they used waterfall. Those teams that had developed using grass root agile efforts were forced to follow the strict process of Waterfall.
6. Integration testing cycles
To ensure quality of each release- rigorous testing required, code branches grew and integration and testing cycles increased even for the smallest change- 6 weeks of integration testing cycle to ensure it didn’t break the site.
Empirical and Defined Process
A process is a series of progressive and interdependent steps by which an end is attained.
www.visual-paradigm.com/scrum/empirical-vs-defined-process-control
PayPal Case Study
People (developers) were frustrated. Exec management was frustrated. Customers were frustrated
What happened?
PayPal Case Study
PayPal promoted – President
Focus was on the customer
joined as Lead Technology Business Operations – Agile
(had experience with Agile as CIO at salesforce.com)
Alignment executive sponsorship and leadership with the employees
and this enabled PayPal to embark on a radical transformation. [1]
Formal or Agile which one Should I use???
There is no one right answer. The following questions can assist deciding: • How Stable Are the Requirements?
• Do the end users need to collaborate?
• Is the Time-Line Aggressive or Conservative
• What Is the Size of the Project
• Where Are the Project Teams Located • What Are the Critical Resources?
PayPal Case Study
References
[1] (10 March 2021) PayPal Enterprise Transformation
Available: https://www.paypalobjects.com/webstatic/en_US/mktg/pages/stories/pdf/paypal_tr ansformation_whitepaper_sept_18_2015.pdf
• Waterfall- Agile (Hybrid) methodology
• Agile and waterfall are two distinctive methodologies of processes to complete
projects or work items.
• May adopt a few Agile practices on top of a waterfall model, without significantly
altering the waterfall model.
• Agile is an iterative methodology that incorporates a cyclic and collaborative process.
• Waterfall is a sequential methodology that can also be collaborative, but tasks are generally handled in a more linear process.
https://www.thoughtworks.com/en-au/insights/blog/good-and-bad-wagile
PRINCE2 and PMBOK
• PRINCE2 (Projects in a Controlled Environment) is a defined methodology with roles and responsibilities and deliverables (IT government contracts)
• PMBOK Guide is essentially a collection of good PM principles, techniques and guidelines that help you manage projects.
• PMBOK also provides guidelines on procurement (contract management, scope management).
• PMBOK, the project manager can seemingly become the primary decision maker, planner, problem solver, human resource manager and so on. Focus on soft skills.
• PRINCE2 aiding the project manager to oversee projects on behalf of an organisation’s senior management (shares more of the functional and financial authority with senior management, not just the project manager).
https://www.researchgate.net/profile/Joao-Miguel-Cotrim- 2/publication/272148384_PRINCE2_Vs_PMBOK/links/54db6bf40cf233119bc62270/PRINCE2-Vs-PMBOK.pdf
• The Scaled agile framework (SAFe) is a set of organization and workflow patterns
• Guide enterprises in scaling lean and agile practices
• SAFe is one of a growing number of frameworks that seek to address the problems encountered when scaling beyond a single team.
https://en.wikipedia.org/wiki/Scaled_agile_framework
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