gt agile-ux - présentation agile

16/06/2010 Introduction to Agile Methods © Agile Interest Group Luxembourg 2010 1

A brief introduction to

Agile Methods

Agile Interest Group Luxembourg


Agile Manifesto● Emerged in February 2001 as an alternative to

documentation driven, heavyweight software development processes

We are uncovering better ways of developingsoftware by doing it and helping others do it.Through this work we have come to value:

Individuals and interactions over processes and toolsWorking software over comprehensive documentation

Customer collaboration over contract negotiationResponding to change over following a plan

That is, while there is value in the items onthe right, we value the items on the left more.


Principles behind Agile Manifesto● The highest priority is customer satisfaction

through early, frequent and continuous delivery of valuable software.

● Changing requirements are welcome, even late in development. Agile processes harness change for the customer's competitive advantage.

● Business people and developers must work together daily throughout the project.


Principles behind Agile Manifesto● Build projects around motivated individuals.

Support them, and trust them to get the job done.● The most efficient and effective method of

conveying information to and within a development team is face-to-face conversation.

● Working software is the primary measure of progress.

● Sustainable development: the sponsors, developers, and users should be able to maintain a constant pace indefinitely.


Principles behind Agile Manifesto● Continuous attention to technical excellence and

good design.● Simplicity: the art of maximizing the amount of

work not done● The best architectures, requirements, and

designs emerge from self-organizing teams.● Inspect and adapt: at regular intervals, the team

reflects on how to become more effective, then tunes and adjusts its behavior accordingly.


Which agile methods ?● “State of Agile Development” survey - July 2008

– 2319 companies, 80 countries– Software teams from 5 to 250 members

Source: VersionOne


Scrum and XP● Scrum is a (SW) project management method

– Scrum is a project organisational framework● XP is a software development method

– XP focuses on engineering practices● Both methods are

– Empirical and adaptive (vs. defined and predictive)

– Focused on real (changing) customer needs– Emphasising team performance ( more product

in less time with greater quality)


History● Scrum

– Originates in Japan (1986):● Takeuchi and Nonaka, Hyper-productive

development processes– Later formalised in the USA:

● Ken Schwaber and Jeff Sutherland (OOP conference in Austin, 1995)

● Mike Beedle and Ken Schwaber (Agile Software development with SCRUM, 2001)

● XP– Introduced by Kent Beck in 1996 (Chrysler C3)– First formalised as a methodology in 2000


● 'Optional Scope' approach: the art of the possible– Project variables

– Scope provides the most valuable form of control● Guaranteed cost and delivery date● High quality (few bugs, high flexibility, modularity)● Product guaranteed to be in-line with real business needs

(as opposed to in-line with original specifications)

Optional scope

Cost

Time

Quality

Scope

Cost

Time

Quality

Scope

Classic project

Agile project


Overview of Scrum process● Scrum is a process skeleton

– Predefined roles and artifacts– Set of recommended practices

● Process is organised in short iterative cycles (sprints)– Requirements are

“frozen” during sprint Stand-up meeting(daily scrum)


Scrum practices● The four 3's of Scrum

– Three roles: Product Owner, Scrum Master, Team– Three artifacts: Product Backlog, Sprint Backlog,

Burdown Chart– Three ceremonies: Sprint Planning, Daily Scrum,

Sprint Demo– Three best practices: User Stories, Planning Poker,

Scrum Board


Overview of XP practices● XP is build around 12 practices

– Continuous integration– On-site customer– 40 hour week– Coding standards– Metaphor

– Small releases– Planning Game– Tests– Refactoring– Simple design– Pair Programming– Collective code

ownership


Overview of XP practices● Practices are not revolutionary

– Often inspired / picked from successful elements of classical project management methods

– XP pushes each practice to the maximum (eXtreme)● Practices work together

– The effect of all practices together is far greater than the sum of individual practices

– Note: This does not mean that all practices are required for XP to work !


XP values● All XP practices share 5 common values

Communication

Simplicity

FeedbackCourage

Respect

gt agile-ux - présentation agile

Technology