2 I. Agile Software Development Agile software development is a group of software development methods based on iterative and incremental development, where requirements and solutions evolve through collaboration between selforganizing, cross-functional teams. Methods Iterative incremental It promotes adaptive planning, evolutionary development and delivery, a time-boxed iterative approach, and encourages rapid and flexible response to change. It is a conceptual framework that promotes foreseen interactions throughout the development cycle. The Agile Manifesto [ introduced the term in (Wiki, 21 Aug 12) Let s take this definition apart.
3 a. Software Development Method A software development methodology or system development methodology in software engineering is a framework that is used to structure, plan, and control the process of developing an information system.
4 b. Software Engineering / Software Development Software Engineering (WIKI) (SE) is the application of a systematic, disciplined, quantifiable approach to the design, development, operation, and maintenance of software, and the study of these approaches; that is, the application of engineering to software. Software Development, a much used and more generic term, does not subsume the engineering paradigm. The field's future looks bright according to Money Magazine and Salary.com, which rated "software engineer" as the best job in the United States in In 2012, software engineering was again ranked as the best job in the United States, this time by CareerCast.com.
5 c. Information System An information system (IS) - is any combination of information technology (IT) and people's activities that support operations, management and decision making. In a very broad sense, the term information system is frequently used to refer to the interaction between people, processes, data and technology. In this sense, the term is used to refer not only to the information and communication technology (ICT) that an organization uses, but also to the way in which people interact with this technology in support of business processes. (Wiki)
6 d. Iterative and Incremental Development Iterative and Incremental development is at the heart of a cyclic software development process developed in response to the weaknesses of the waterfall model. It starts with an initial planning and ends with deployment with the cyclic interactions in between. Iterative and incremental development are essential parts of the Rational Unified Process, Extreme Programming and generally the various agile software development frameworks. It follows a similar process to the plan-do-check-act cycle of business process improvement.
7 e. Time-Boxed Approach In time management, a time box allots a fixed period of time for an activity. Timeboxing plans activity by allocating time boxes.
8 2. Introductory Thoughts Fears regarding software development led to a number of pioneers / industry experts to develop the Agile Manifesto based up some firm values and principles. Practitioners had become afraid that repeated software failures could not be stopped without some kind of guiding process to guide development activities.
9 Common Fears Practitioners were afraid that The project will produce the wrong product The project will produce a product of inferior quality The project will be late We ll have to work 80 hour weeks We ll have to break commitments We won t be having fun.
10 Agile Alliance Several individuals, The Agile Alliance, motivated to constrain activities such that certain outputs and artifacts are predictably produced. Around 2000, these notables got together to address common development problems. Goal: outline values and principles to allow software teams to develop quickly and respond to change.
11 These activities arose in large part to runaway processes. Failure to achieve certain goals was met with more process. Schedules slipped; budgets bloated, and processes became even larger. The Alliance (17) created a statement of values: termed the manifesto of the Agile Alliance. They then developed the 12 Principles of Agility.
12 Manifesto for Agile Software Development We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to the value: 1. Individuals and interactions over processes and tools 2. Working software over comprehensive documentation 3. Customer collaboration over contract negotiation 4. Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. Let s look at these values to discern exactly what is meant.
13 Value 1: Individuals and Interactions over Processes and Tools Strong players: a must, but can fail if don t work together. Strong player: not necessarily an ace; work well with others! Communication and interacting is more important than raw talent. Right tools are vital to smooth functioning of a team. Start small. Find a free tool and use until you can demo you ve outgrown it. Don t assume bigger is better. Start with white board; flat files before going to a huge database. Building a team more important than building environment. Some managers build the environment and expect the team to fall together. Doesn t work. Let the team build the environment on the basis of need.
14 Value 2: Working Software over Comprehensive Documentation Code not ideal medium for communicating rationale and system structure. Team needs to produce human readable documents describing system and design decision rationale. Too much documentation is worse than too little. Take time; more to keep in sync with code; Not kept in sync? it is a lie and misleading. Short rationale and structure document. Keep this in sync; Only highest level structure in the system kept.
15 Value 2: Working Software over Comprehensive Documentation How to train newbees if short & sweet? Work closely with them. Transfer knowledge by sitting with them; make part of team via close training and interaction Two essentials for transferring info to new team members: Code is the only unambiguous source of information. Team holds every-changing roadmap of systems in their heads; cannot put on paper. Best way to transfer info- interact with them. Fatal flaw: Pursue documentation instead of software: Rule: Produce no document unless need is immediate and significant.
16 Value 3: Customer Collaboration over Contract Negotiation (1 of 2) Not possible to describe software requirements up front and leave someone else to develop it within cost and on time. Customers cannot just cite needs and go away Successful projects require customer feedback on a regular and frequent basis and not dependent upon a contract or SOW.
17 Value 3: Customer Collaboration over Contract Negotiation (2 of 2) Best contracts are NOT those specifying requirements, schedule and cost. Become meaningless shortly. Far better are contracts that govern the way the development team and customer will work together. Key is intense collaboration with customer and a contract that governed collaboration rather than details of scope and schedule Details ideally not specified in contract. Rather contracts could pay when a block passed customer s acceptance tests. With frequent deliverables and feedback, acceptance tests never an issue.
18 Value 4: Responding to Change over Following a Plan Our plans and the ability to respond to changes is critical! Course of a project cannot be predicted far into the future. Too many variables; not many good ways at estimating cost. Tempting to create a PERT or Ghant chart for whole project. This does Not give novice managers control. Can track individual tasks, compare to actual dates w/planned dates and react to discrepancies. But the structure of the chart will degrade As developers gain knowledge of the system and as customer gains knowledge about their needs, some tasks will become unnecessary; others will be discovered and will be added to the list. In short, the plan will undergo changes in shape, not just dates.
19 Value 4: Responding to Change over Following a Plan Better planning strategy make detailed plans for the next few weeks, very rough plans for the next few months, and extremely crude plans beyond that. Need to know what we will be working on the next few weeks; roughly for the next few months; a vague idea what system will do after a year. Only invest in a detailed plan for immediate tasks; once plan is made, difficult to change due to momentum and commitment. But rest of plan remains flexible. The lower resolution parts of the plan can be changed with relative ease.
20 Agile Principles (12) The following principles are those that differentiate agile processes from others.
21 Principle 1: Our Highest Priority is to Satisfy the Customer through Early and Continuous Delivery of Valuable Software Number of practices have significant impact upon quality of final system: 1. Strong correlation between quality and early delivery of a partially functioning system. The less functional the initial delivery, the higher the quality of the final delivery. 2. Another strong correlation exists between final quality and frequently deliveries of increasing functionality. The more frequent the deliveries, the higher the final quality. Agile processes deliver early and often. Rudimentary system first followed by systems of increasing functionality every few weeks. Customers my use these systems in production, or May choose to review existing functionality and report on changes to be made. Regardless, they must provide meaningful feedback.
22 Principle 2: Welcome Changing Requirements, even late in Development. Agile Processes harness change for the Customer s Competitive Advantage. This is a statement of attitude. Participants in an agile process are not afraid of change. Requirement changes are good; Mean team has learned more about what it will take to satisfy the market. Agile teams work to keep the software structure flexible, so requirement change impact is minimal. Moreso, the principles of object oriented design help us to maintain this kind of flexibility.
23 Principle 3: Deliver Working Software Frequently (From a couple of weeks to a couple of months with a preference to the shorter time scale. We deliver working software. Deliver early and often. Be not content with delivering bundles of documents, or plans. Don t count those as true deliverables. The goal of delivering software that satisfies the customer s needs.
24 Principle 4: Business People and Developers Must Work Together Daily throughout the Project. For agile projects, there must be significant and frequent interaction between the customers, developers, and stakeholders. An agile project must be continuously guided.
25 Principle 5: Build Projects around Motivated Individuals. (Give them the environment and support they need, and trust them to get the job done.) An agile project has people the most important factor of success. All other factors, process, environment, management, etc., are considered to be second order effects, and are subject to change if they are having an adverse effect upon the people. Example: if the office environment is an obstacle to the team, change the office environment. If certain process steps are obstacles to the team, change the process steps.
26 Principle 6: The Most Efficient and Effective Method of Conveying Information to and within a Development Team is face-to-face Communications. In agile projects, developers talk to each other. The primary mode of communication is conversation. Documents may be created, but there is no attempt to capture all project information in writing. An agile project team does not demand written specs, written plans, or written designs. They may create them if they perceive an immediate and significant need, but they are not the default. The default is conversation.
27 Principle 7: Working Software is the Primary Measure of Progress Agile projects measure their progress by measuring the amount of working software. Progress not measusred by phase we are in, or by the volume of produced documentation or by the amount of code they have created. Agile teams are 30% done when 30% of the necessary functionality is working.
28 Principle 8: Agile Processes promote sustainable developmt The sponsors, developers, and users should be able to maintain a constant pace indefinitely. An agile project is not run like a 50 yard dash; it is run like a marathon. The team does not take off at full speed and try to maintain that speed for the duration. Rather they run at a fast, but sustainable, pace. Running too fast leads to burnout, shortcuts, and debacle. Agile teams pace themselves. They don t allow themselves to get too tired. They don t borrow tomorrow s energy to get a bit more done today. They work at a rate that allows them to maintain the highest quality standards for the duration of the project.
29 Principle 9: Continuous Attention to Technical Excellence and Good Design enhances Agility. High quality is the key to high speed. The way to go fast is to keep the software as clean and robust as possible. Thus, all agile team-members are committed to producing only the highest quality code they can. They do not make messes and then tell themselves they ll clean it up when they have more time. Do it right the first time!
30 Principle 10: Simplicity the art of maximizing the amount of work not done is essential. Agile teams take the simplest path that is consistent with their goals. They don t anticipate tomorrow s problems and try to defend against them today. Rather they do the simplest and highest quality work today, confident that it will be easy to change if and when tomorrows problems arise.
31 Principle 11: The Best Architectures, Requirements, and Designs emerge from Self-Organizing Teams An agile team is a self organizing team. Responsibilities are not handed to individual team members from the outside. Responsibilities are communicated to the team as a whole, and the team determines the best way to fulfill them. Agile team members work together on all project aspects. Each is allowed input into the whole. No single team member is responsible for the architecture, or the requirements, or the tests, etc. The team shares those responsibilities and each team member has influence over them.
32 Principle 12: At regular Intervals, the Team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. An agile team continually adjusts its organization, rules, conventions, relationships, etc. An agile team knows that its environment is continuously changing, and knows that they must change with that environment to remain agile.
33 Conclusions The professional goal of every software engineer, and every development team, is to deliver the highest possible value to our employers and customers. And yet, our projects fail, or fail to deliver value, at a dismaying rate. Though well intentioned, the upward spiral of process inflation is culpable for at least some of this failure. The principles and values of agile software development were formed as a way to help teams break the cycle of process inflation, and to focus on simple techniques for reaching their goals. At the time of this writing there were many agile processes to choose from. These include SCRUM, Crystal, Feature Driven Development (FDD), Adaptive Software Development (ADP), and most significantly, Extreme Programming (XP). Others
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