the essence of agile a tour of agile methods...2009/01/21 · testing / tdd continuous integration...

AgileSoCal 1/21/09 - Tour of Agile Methods

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The Essence of Agile

Agile / XP So. Cal. Meeting – 1/21/09

Speaker: Paul Hodgetts, Agile Logic, www.AgileLogic.com

A Tour of Agile Methods

Copyright © 2008, Agile Logic, Inc. All Rights Reserved

Your Speaker: Paul Hodgetts

Team coach, trainer, consultant, developerFounder and CEO of Agile Logic (based in Fullerton)

25 years overall, 10 years agile experienceCertified Scrum TrainerFocus on Enterprise use of agileAuthor (Extreme Programming Perspectives)

Presenter at conferences (Agile 200x, SD West, JavaOne)

Agile Alliance Program DirectorMember of CSUF agile advisory boardContact info: [email protected]




The Agile Enterprise

Agile Security Infrastructure

Agile SOA Architecture

Agile Requirements Traceability Tool

Agile

AgileAgile

Agile

Agile

Agile

Agile

Agile

Agile

Agile, adj. 1. quick and well-coordinated in movement; nimble. 2. active; lively. 3. marked by an

ability to think quickly

Agile Software Development Approach


What Makes Up our “Approach”?




Where Does Agile Come From?

Ad-Hoc

Activities

Lean

IterativeIncremental Evolutionary

Agile

Spiral

Adaptive

Teams

Waterfall

Predictive

Silo’ed


Target Benefits of Agile

Consistent, sustainable deliveriesAbility to release in smaller incrementsAdaptation to change & risk managementHigher release qualityEngagement & satisfaction of customersEnergized & positive team environment

If combined with Lean practices…Efficiency & flow of feature delivery




Underlying Agile Values

Delivering stakeholder value is what matters Trust people working togetherChange will happen, we must adaptFrequent, concrete feedback is the truthDelaying risk is… too risky


Key Agile Strategies

Evolutionary with Frequent Deliveries

CollaborativeWhole Teams

Adaptive, Localized Project Management

Continuous Learning & Improvement

Value-FocusedClear Objectives




Agile Process Framework

Feedback

Guidance


Agile Practice Areas

Product ManagementProduct BacklogStoriesStakeholders

Project ManagementRelease PlanningIteration PlanningDaily ScrumsVelocityVisibility

TeamCollaborationCross-FunctionalSelf-Management

DeliveryEngineeringTesting / TDDContinuous Integration

OrganizationalGovernance / SupportEnterprise AgileContinuous Improvement




Agile Team StructureValue Seekers

Steer Project to ROIBuildersDeliver Product

OrganizationSupport & Coach

ScrumMaster

ProductOwner

Core TeamCore Team

ProgrammersArchitects

TestersUE Designers

DBAsTech Writers

Enterprise ArchitectsIT / Tool Support

OperationsOther Teams

Business AnalystsProduct Managers

Testers, Architects, Tech WritersOther Product Owners

ProjectProjectCommunityCommunity

ExternalExternalRolesRoles

Organizational ScrumFunctional Managers

IT ManagersProgram ManagementOther ScrumMasters

Executive ManagementFinance

Human Resources

Stakeholders•End Users•Management•Marketing/Sales•Customer Support•Training/Installers•Technical

Outsourced ResourcesTool Suppliers


Agile Methods

Provide a collection of:ValuesStrategies / StructurePractices / Policies

Reflect the experiences of the founder(s)None are “complete” processes

Processes are context-specificEach agile method is a starting pointEach method adds to the “tool kit”




Scrum

Originated by Jeff Sutherland 1994Ken Schwaber formalized in 1996Scrum Alliance 2003Named after ???


Scrum Approach

Empirical processes, “inspect and adapt”Empowered teamsProvides a framework to create visibility, focus

Not prescriptive about disciplinary practicesRequires removing impedimentsScrum values:

CommitmentFocusOpennessRespectCourage




Scrum Practices

Product Backlog(Strategic/Release Planning)Sprints (30 days or less)

Sprint Planning -> Sprint BacklogDaily ScrumSprint ReviewSprint Retrospective

Each Sprint must deliver “done” product


Scrum Roles

Scrum Team (~7 team members)Must contain all the needed resources

Two identified roles in team:ScrumMaster

Process implementation and improvement

Product OwnerProduct Backlog and maximizing valueRepresents Stakeholders




Extreme Programming (XP) 1st ed.

Kent Beck, Ward Cunningham 1980sChrysler C3 project mid-1990s, Ron JeffriesPublished 1999Named after ???Large internet community


XP Approach

Emphasizes:Rapid creation of high-value softwareSkillful and sustainable techniquesLow formality and low ceremonyResponsiveness to change

XP Values:CommunicationSimplicityFeedbackCourage




XP Practices

Planning GameSmall ReleasesSystem MetaphorSimple DesignTestingRefactoring

Pair ProgrammingCollective OwnershipContinuous Integration40-Hour WeekOn-Site CustomerCoding Standards


XP Roles

Separation of technical vs. business decisionsXP roles:

ProgrammerCustomer(Tester)(Tracker)(Coach)(Consultant)(Big Boss)




Extreme Programming (XP) 2nd ed.

Kent Beck’s follow-on 2004Did not generate as much interestExtensions widely practiced


Changes to Approach

Not as prescriptive as 1st ed.Expanded practices

Recognizes tailoring the process

Additional value:Respect




Primary XP Practices

Sit TogetherWhole TeamInformative WorkspaceEnergized WorkPair ProgrammingStoriesWeekly Cycle

Quarterly CycleSlackTen-Minute BuildContinuous IntegrationTest-First ProgrammingIncremental Design


Corollary XP Practices

Real Customer InvolvementIncremental DeploymentTeam ContinuityShrinking TeamsRoot-Cause AnalysisShared Code

Code and TestsSingle Code BaseDaily DeploymentNegotiated ScopePay-Per-Use




Expanded XP Roles (Whole Team)

TestersInteraction DesignersArchitectsProject ManagersProduct Managers

ExecutivesTechnical WritersUsersProgrammersHuman Resources


Crystal (Clear)

Alistair CockburnFrom the study of projects while at IBM“Surviving Object-Oriented Projects” 1998“Agile Software Development” 2002“Crystal Clear” 2004




Crystal Approach

Core strategies:Colocation of the teamFrequent deliveryAccess to expert user

Method tailored for size and criticalityClear, yellow, orange, red


Crystal Properties

Frequent DeliveryReflective ImprovementOsmotic CommunicationPersonal SafetyFocusEasy Access to Expert UsersSound Technical Environment

Automated testing, config mgmt, integration




Crystal Strategies

Exploratory 360°Early VictoryWalking SkeletonIncremental Re-architectureInformation Radiators


Crystal Techniques

Methodology ShapingReflection WorkshopBlitz PlanningDelphi EstimationDaily Stand-Up MeetingsEssential Interaction DesignProcess MiniatureSide-By-Side ProgrammingBurn Charts




DSDM / Atern

RAD practices from early 1990sOriginated in the UK, more popular in EuropeName:

Dynamic Systems Development MethodDynamic Solutions Delivery Model

DSDM ConsortiumAtern published 2008 (dsdm.org)


DSDM Atern Principles

Focus on the business needDeliver on timeCollaborateNever compromise qualityBuild incrementally from firm foundationsDevelop iterativelyCommunicate continuously and clearlyDemonstrate control




Feature-Driven Development (FDD)

Jeff De Luca, Peter Coad 1997-1998Generated from “Singapore Project”“Practical Guide” 2002Remains fairly obscure


FDD Practices

Domain Object ModelingDeveloping by FeatureClass (Code) OwnershipFeature TeamsInspectionsRegular Build ScheduleConfiguration ManagementVisible Reporting of Results




Evo

The first agile method? Tom Gilb,1976“Evolutionary Development” 1981“Principles of SW Engineering Management”1988 (describes an adaptive process)Large influence on other agile methods


Lean Software Development

Application of “Lean” to softwareLean approach originated in manufacturingMary and Tom Poppendieck

“Lean Software Development” 2003“Implementing Lean SW Development” 2007




Lean Approach

Eliminate wasteAmplify learning, create knowledgeDecide as late as possible, defer commitmentDeliver as fast as possibleEmpower the team, respect peopleBuild integrity inOptimize the whole


Other Places Agile Shows Up

Agile Unified ProcessMSF / AgileIBM / Open UP / Eclipse Process Framework




Agile Alliance

2001, meeting of agile methodologistsFormed Agile AlliancePublished Agile ManifestoAgile Alliance continues to run Agile 200x


Agile Manifesto

Individuals and interactionsOver process and tools

Working softwareOver comprehensive documentation

Customer collaborationOver contract negotiation

Responding to changeOver following a plan

“While there is value in the items on the right, we value the items on the left more.”




Common Principles

Satisfy the customer via early and frequent delivery of valueWelcome changing requirementsDeliver working software frequentlyBusiness and developers work together throughout the projectBuild project around motivated individualsMost effective communication is face-to-face

Working software is primary progress measurementPromote sustainable developmentBe able to maintain a constant pace indefinitelyAttention to technical excellence and good designSimplicity is essentialThe best architectures emerge from self-organizing teamsReflect at regular intervals, tune and adjust accordingly


Questions?




Thank You For Attending!

Paul HodgettsAgile Logic

[email protected]

(714) 577-5795

Please grab some of the free stuff I brought.

the essence of agile a tour of agile methods...2009/01/21 · testing / tdd continuous integration...

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