Monday, October 20, 2014

Integrating Jenkins and ConQAT to Enable Continuous Clone Detection

One of the great features of ConQAT is its ability to detect code clones (duplicates). On the other hand, CI servers like Jenkins enables you to automatically check for code quality attributes. If we can merge both, this will become an invaluable tool for technical team leaders and will save them a lot of review effort.

Here is how you can do this:

Step 1: Define Your Policy of Preventing Code Clones

This is done by specifying the ConQat Run configuration files (.cqr) using eclipse. That is, create a cqr file which detects kinds of duplicates that you don't want to see in the code altogether.

For example, you may define a cqr file which detects exact code clones of length greater than 10 lines of code. This is a screen shot of a cqr file which does exactly this job:

ConQat Run conf file with parameters

Step 2: Invoke ConQAT cqr from Jenkins

Ant can do this using shell scripts or command lines, as follows:
cd  <ConQat Location>\conqat\binconqat -f <cqr file location>\JavaCloneAnalysis.cqr
 Note: Make sure that you specify the output directory in the configuration file appropriately, because Jenkins will be accessing it later in the next step

Step3: Introspect the clones.xml file, and fail the build if it has clones

Let Ant check the clones.xml file generated. This is an ant target that does this job, add it to your build.xml file:
Check the file named in the property (the clons.xml file) to see
if there are any clones.

The way this works is to find all lines containing the text "cloneClass" and put them into a separate file.  Then it checks to see if this file has non-zero length. If so, then there are errors, and it sets the property clones.found. Then it calls the fail-if-clones-found target, which doesn't execute if the clones.found property isn't set.
<target name="check-clones-file"
        description="Checks the file (specified in ${}) for clones">
       <property name="" description="The file to hold the clones" />
       <copy file="${}" tofile="${file.clonecount}">
                           <contains value="cloneClass" />

       <condition property="clones.found" value="true">
              <length file="${file.clonecount}" when="gt" length="0" />

       <antcall target="fail-if-clones-found" />

<!-- Fail the build if clones detected-->
<target name="fail-if-clones-found" if="clones.found">
       <echo message="Code clones found - setting build fail flag..." />
       <fail message="Code clones detected during ${codeline} build.  Check logs." />

<!-- ================================================================== -->

Note: In order to pass parameters to the ant script, click on the advanced button and add parameters as in the following screen:

Passing parameters to Ant

Monday, September 29, 2014

Becoming a Technical Team Leader (TTL)

2003 I was appointed a senior position at IBM and became a technical team leader. This appointment was based on two things. First, I have spent 3 years in development. Second, I was an excellent developer! Are these enough criteria to become a technical team leader? I've already experienced the answer myself. I have led the team the worst way one could imagine!

Since then, I have been thinking about this topic, and read the excellent book of Gerald Weinberg, Becoming a Technical Leader. After years and years of leading technical teams, the idea became very clear in my mind about what it is like to be a technical team leader; what's expected from you, what's your necessary qualifications and what's you main responsibilities?

This is an attempt to answer this question:

Technical leadership core responsibilities
Technical Leadership Core Responsibilities

A Technical Team Leader (TTL) should demonstrate capability in three main areas:

First and most important: Team Support. He can motivate the team, he has the ability and art of facilitating team activities, and he can organize team work into a process oriented manner. 

Second, a TTL is responsible of nurturing/enforcing and monitoring the product technical excellence and high quality. More specifically, the TTL is not responsible of doing this, but he is responsible of making sure this is realized by the whole team. To be more clear, if the TTL has developed an excellent product by himself while the team is doing nothing, then he is still failing in this regard. 

Finally, a TTL should sponsor innovation in the team. This is different from technical excellence. It is related to the team spirit and desire to experiment and try new things and unconventional solutions. This is different for problem solving, because you can solve a problem in a dumb way! What the team needs here is someone to sponsor the activity whenever it is needed and make sure a problem is solved in an innovative, not dumb, way.

In all of these responsibilities, there is a common component of organization. The TTL is responsible to organize accumulated knowledge and information gained by the team, and make it available and easy to find and use when necessary by any team member. Also, organizing the team process, which is a responsibility which may take a lot of time and effort to monitor and foster.

If you are going to become a TTL, make sure you get enough knowledge about these topics above. It is your responsibility to become knowledgeable, or else you will spend years or fumbling in the darkness and learn by trial and error!

Saturday, August 30, 2014

Back From South Africa! Successful talk and Excellent Workshop

 Two weeks ago, I was invited to deliver a talk and a workshop at AgileAfrica 2014. In fact, this year's edition of the conference is amazing. It is very well organized, the venue is great, and most important, the content of the conference was very well selected.

Joburg from the conference hotel roof. A place full of life!

How to Fail with Agile

My talk was about How to Fail with Agile. Several years ago, I have written an article about this topic at Scrum Alliance, which listed some failure patterns in agile practice adoption. But, after more years of experience, I have designed this talk into two parts:
  • Failure to adopt the agile mindset: Successful agile transformation requires a mind-shift from traditional/fixed mentality to responsive/adaptive mentality. This is why I say that agile adoption is a transformation project of persons, not processes, tools, or customers! If persons fail to change the way they think about software development, it is likely they'll fail to apply scrum, use tools, or convince their customers to be more collaborative.
  • Failure to adopt some agile practices: Even if people are succeeding in adopting the adaptive and agile mentality, they may still fail in adopting practices. The main reason in my opinion is that the team does not grasp the value of practices. The second reason is implementing one practice while it will never succeed except with another practice. I called this twin practices. 

Sustainable Legacy Code Refactoring Workshop

I have also conducted a one-day refactoring workshop, which I used to deliver in Egypt for many years now. However, in South Africa, I have introduced several changes to the way the workshop is delivered. This, in my opinion, was a turning point in the workshop effectiveness!

In this edition of the workshop, I tried to resolve many issues faced  in previous rounds. For example, issues with tools setup, being overwhelmed with the too many questions and issues faced by trainees, unable to track the progress of individuals doing the exercises; sometimes, I completely lost several attendees who check out from the exercise due to issues they face.

These are some of the ideas I tried:

Working in pairs was a great enabler. Even if you are a genius, you will need someone to remind you with a missing semicolon or an open bracket!

A task board for every pair, in which they show their progress with the workshop exercises. This gave me visibility of progress and problems, and enabled me adjust the pace accordingly.

On-Wall Reference. A technique that I used to help the trainees. They can instantly get help about possible refactorings that they may apply to work with exercises. 
I have also introduced several key enhancements in the workshop, like writing detailed step-by-step guidelines, adding breaks in which I explain key concepts in between exercises, working in iterations, and some other enhancements in the training content.

Here are some of the written feedback which I received from the workshop attendees:
  • A very enlightening workshop! The importance of refactoring code was greatly realized during this workshop 
  • A very informative workshop. Very useful. Will try to incorporate the lessons learned 
  • Great workshop. would be advantageous if it was spread out to two days. This would allow people to put to practice the tools and material learn. We then could see how we’ve absorbed the material better. 
  • Helpful workshop. Fully appreciated the importance of code refactoring techniques 
  • Very instructive course. I have learned how to refactor a code using modern tools than manual refactoring.
  • Awesome workshop. Thanks Amr !!
Actually, it was amazing to receive all this positive feedback al7amdulillah (thanks for Allah). Soon inshaAllah, I will plan several other public rounds in Egypt and the Middle East. 

Monday, August 18, 2014

What Makes Maintenance Goes Awry?

An excellent analysis of the maintenance profession in Dennis Smith's book: Designing Maintainable Software. According to Dennis, the profession of maintenance makes programmers working on maintenance feel that they are inferior to their colleagues working on new development, and they are generally perceived to be less competent and doing less important job in the software team in general. According to Dennis, this positively complicates code because this process selects the most junior and least competent programmer to maintain code in an unprofessional and improper way, which makes code become poor, if not already very poor:

Here is a book excerpt on page 8 describing the problem:
"Careers in programming typically begin by maintaining computer software . Maintenance is considered a relatively harmless activity where entry level programmers can become proficient in the craft (Gorla 91; Rombach 91)"
This, in my opinion is the basic assumption, which makes things go awry with maintenance, which is maintenance is relatively easy and does not need experienced programmers to perform.
"While in maintenance, programmers are expected to obtain a thorough understanding of the department's software conventions, the idiosyncrasies of computer equipment, and the company's culture and methods of operation. Programmers in maintenance are aware that they are at the bottom of the professional hierarchy and look forward to leaving their present assignment. Maintainers demonstrating superior ability advance into more creative positions, such as development programmer, systems analyst, or information specialist. Other's migrate to different positions within the company, or gain employment in another concern where rewards and opportunity for professional growth are more promising. The rest have maintenance as a career."
Then, he says the result of this approach:
"That leaves the task of keeping software properly functioning to programmers who are poorly motivated, have low esteem, and possess marginal skills (Glass & Noiseaux 81)"
This is an excellent articulation of one of the problems that we face in this profession. There are other major differences which he lists among comparing working for maintenance or new development:
  1. Maintainers usually work individually while new development work in teams
  2. There are almost no planning which takes place. This opens the door for a lot of up's and down's in the maintainer's work. This in practice creates a non-sustainable career.
  3. Maintainers usually does other tasks which are marginal an even less important than programming (in their opinion) so that to fill the gaps in their free time. 

Sunday, August 3, 2014

How Kanban Works

This is the title of my first article on How Kanban Works, published on July 31st 2014. In this article, I have tried to explain using examples and case studies how (or why) kanban works in software development.

Have a look at it and let me know your opinion.

Sunday, May 18, 2014

Detect Code Duplicates Using ConQAT

Finally, I had sometime to do this simple and invaluable tutorial on your first steps with ConQAT to detect code clones.
  • Open eclipse with conqat enabled
  • From the file menu - New - Other - ConQAT - Run Config:

  •  Select a parent project to create the conqat config. This may be any project or folder, even an empty project. 

  • Fill the missing parameters, then click the launch config link as in the next screen shot: 

  • After the run completes, and xml file containing all the clones are generated in the output folder. To view the clones, , goto clone detection - open clone file. 

  • Here you are:

  • Don't forget to open the clones perspective. This will help you visualize the clones.

Sunday, April 27, 2014

Diagrams of Effects

Diagrams of Effects were first introduced in the famous four-volume series: Quality Software Management by Gerald Weinberg. It is a great enabler when trying to understand the dynamics of a system exhibiting non-linear behavior, very similar to software development team systems.

Diagrams of Effects are similar to Causal Loop Diagrams (CLD), but it is slightly different in notation and is more powerful in modeling human interventions in the system. A diagram of effects consists primarily of nodes and arrows. Each node corresponds to a measurable quantity. Easy arrow corresponds to an effect (whether positive or negative) which the source node exhibit on the target node. This is a description of the diagram elements:

A measured quantity. It can be actual measurement, or deduced from observation or by experience
Cloud Node
A measurable quantity, although actual measurement may not be done. Or, it may represent a conceptual measurement (like stress, pressure, etc.) which may be too expensive to measure, or just not worth the trouble.
Natural Positive Effect
If A moves in one direction, B moves in the same direction. This effect is natural (without human intervention)
Natural Negative Effect

If A moves in one direction, B moves in the opposite direction. This effect is natural (without human intervention)
Positive Human Intervention
Indicates a human intervention which makes the affected measurement move in the same direction as the movement of the cause.
Negative Human Intervention
Indicates a human intervention which makes the affected measurement move in the opposite direction as the movement of the cause.
Human intervention with open choice of Effect
Indicates a human intervention which makes the affected measurement move either in the same direction or the opposite direction, depending on the intervention.

Reinforcing & Balancing Loops:

What is interesting about Diagrams of Effects is that they reveal Reinforcing loops and Balancing loops. Reinforcing loops are cycles of effects which reinforce each other and may drive the system to failure. In the following example, more bugs lead to higher levels of stress which leads to more bugs. Also, it works in the other way as well, less bugs leads to less stress which leads to less bugs:

Another type of feedback loops is the Balancing loop, in which one effect balances another. In the following example, in case bugs increase, team exerts more effort in code review which leads to less bugs, which balances the effect of increasing bugs:
Such dynamic is not possible to be studied using  2-dimentional graphs. This is why Diagrams of Effects is an excellent tool for analyzing complex systems.

Saturday, March 29, 2014

Why change? Is your team aware of the value?

As change agents, we introduce changes in organizations we work for. Sometimes, these changes are integrated smoothly into the way the team works. In other cases, we find a lot of friction and resistance.

One of the things which facilitates change and alleviates friction is explaining the value of change for your team. Although this seems straight forward, but we usually do not exert enough effort to do that!

In one case, I didn't need to explain the value of change, although the change looked so naive and has no value. See what happened when I asked a crowd of 220 audience to change places, and they just did it with no single objection!!

This was part of my keynote last August at AgileAfrica 2013. I understand why would someone just follow a keynote speaker telling him to do something even he/she didn't know its value. If I were sitting at their place I would most probably think that there is value, and I would rather wait till I see it later on. 

I have done this experiment with smaller groups. The result was completely the opposite. They challenged this request (to change places). They felt skeptical about the value of this change. It was necessary to convince then with the value of change before they do it. 

Take care when you are leading change in organizations: In order to take the organization one step forward, you would better explain the value of change for the whole organization, or at least for the whole stakeholders who are affected by this change. 

Tuesday, March 18, 2014

Useful Statistics about Maintainability

Here are some useful statistics collected from several papers:

  • Approximately, 70% of software programs are identifiers. Therefore, identifiers names are of paramount importance for readability
Unused Features: From this paper:
  • Jim Johnson (the Standish Group) in his keynote at XP2012 reports that 45% of the features in the analyzed systems were never used
  • Industrial business information system showed that 28% of its features were never used
  • 25% of all method genealogies were never used
Code Clones and defects: Some very useful statistics from this paper: Do code clones matter?:
  • 52% of code clones are inconsistent
  • of these inconsistencies, 28% are introduced unintentionally, and 18% are faults in the system
  • Overall, 10% of code clones are defective
  • 9%-19% conformance of implementation to architecture, 72%-90% of these non-conformances are due to flaws in documentation
  • 10%-28% decay in architecture
  • 20% effort increase in maintenance due to code clones

Sunday, March 16, 2014

Duplication in Model Elements

Interesting idea. If you are using Model-Driven development, how would you know that you have duplicates in your models? are you aware that this may be a source of many issues? If yes, are you aware that you have duplicates? If yes, are you doing anything about it?

I came across a paper talking about this: Clone Detection in Automotive Model-Based Development. The author has implemented an algorithm to detect clones in models. It is interesting that the results of the study shows that 37% of the model elements duplicated at least once!

Model clones highlighted in red and light blue