Agile Methods. Introduction to. AAddison-Wesley. Sondra Ashmore, Ph.D. Kristin Runyan. Capetown Sydney Tokyo Singapore Mexico City

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1 Introduction to Agile Methods Sondra Ashmore, Ph.D. Kristin Runyan AAddison-Wesley Upper Saddle River, NJ Boston Indianapolis San Francisco New York Toronto Montreal London Munich Paris Mad Capetown Sydney Tokyo Singapore Mexico City

2 Contents Preface Acknowledgments About the Authors xiii xvii xix Chapter 1: The History and Value of Agile Software Development 1 The Beginnings of Software Development as Methodology 2 The Rise of Agile Software Development 2 The Agile Manifesto 4 Cayman Design 8 Conclusion 8 Summary 9 Interview with Robert Martin (Uncle Bob) 9 References and Further Reading 12 Review Questions 13 Chapter 2: Organizational Culture Considerations with Agile 15 What Is Organizational Culture, and Why Does It Matter? 16 The Team Members' Viewpoint 16 What Is Different? 17 Successes 22 Failures/Risks 25 A Manager's Viewpoint 27 What Is Different? 28 Successes 30 Failures/Risks 32 An Executive's Viewpoint 34 What Is Different? 34 Successes 37 Failures/Risks 39 Conclusion 42 vii

3 viii Contents Summary 42 Interview with Scott Ambler 44 References and Further Reading 45 Review Questions 47 Chapter 3: Understanding the Different Types of Agile 49 Extreme Programming (XP) 50 Frequent Releases, Short Development Cycles 51 Pair Programming 51 Regular Builds, Integration Tests, and Rapid Feedback 53 Scrum 54 Feature-Driven Development 56 Dynamic Systems Development Method 57 Lean Software Development 59 Kanban Method 60 Crystal Family 62 Certification 64 Implementing Tools and Techniques at Cayman Design 66 Conclusion 66 Summary 66 Interview with Alistair Cockburn 67 References and Further Reading 70 Review Questions 70 Chapter 4: Describing the Different Roles 73 Deep Dive into Scrum Roles 74 Product Owner 74 Scrum Master 79 The Team 84 Chickens and Pigs 88 Practical Examples of the Scrum Roles 90 Extended Team Members 93 Roles in Other Methodologies 95 Project Sponsor 95 Requirements Gatherer 95 Project Manager 96 Team Coach 96 Architect or Technical Lead 97

4 Contents ix Development Team 98 Documentation and Training 98 Agile Coach 99 Kanban 99 Practical Examples of Roles 99 Start-Up 100 Mid-Sized Company 100 Large Multinational Company 101 Conclusion 103 Summary 103 Interview with Roman Pichler 105 Interview with Lyssa Adkins 107 References and Further Reading 109 Review Questions Ill Chapter 5: The New Way to Collect and Document Requirements 113 Old Form of Requirements Gathering 114 Agile Requirements in Scrum 114 User Story Format 115 Epics 117 Acceptance Criteria 119 User Story Writing Best Practices 121 Additions and Considerations from the Other Methodologies Extreme Programming 124 Dynamic Systems Development Method 125 Enhancing Requirements 126 Incorporation of Personas 126 Human-Computer Interaction (HCI) and Usability 127 Business Value 128 From User Stories to Deliverables 129 Release Management 129 Managing Features Marketing/Sales versus Development 130 Customer-Specific Code 131 Communication 132 Sharing the Vision 132 Roadmaps Internal and External 134 Lean Product Development and the Minimum Viable Product (MVP) 137

5 x Contents Conclusion 139 Summary 139 Interview with Ellen Gottesdiener and Mary Gorman 141 References and Further Reading 144 Review Questions 146 Chapter 6: Grooming and Planning 149 Product Backlog (Scrum and XP) 150 Feature-Driven Development (FDD) 151 Prioritization of Stories 152 Prioritization Based on Value 152 Value Stream Mapping 153 MoSCoW 154 Kano Model 154 Estimating 155 Level of Effort (LOE) or T-Shirt Sizing 155 Ideal Time (Days or Hours) 156 Hours 156 Story Points 156 Team Participation 158 Scrum: Product Backlog Grooming 160 Additional Inputs 160 Scrum: Sprint Planning 165 Inputs 165 Planning Session 166 Output 167 Chickens and Pigs 167 Extreme Programming: XP Planning Game 167 Maintenance of Legacy Code 168 Build Time into the Sprint 168 Assign a Team Resource to Maintenance 169 Split into Two Teams 169 Triple Constraints 169 Kanban 171 Conclusion 171 Summary 171 Interview with Mike Cohn 173 References and Further Reading 176 Review Questions 177

6 Contents xi Chapter 7: Testing, Quality, and Integration 179 Quality 180 Creating a Quality-Focused Culture 180 Test-Driven Development (Unit Testing) 181 Refactored Code 182 A TDD and Refactoring Example 183 More Complex Test Cases 191 Test Cases to Compare 194 Manual, Automated, and Customer Testing 199 Conclusion 203 Summary 203 Interview with Tim Ottinger 204 References and Further Reading 208 Review Questions 208 Chapter 8: Tracking and Reporting 211 Kanban 212 Kanban Board 213 Work in Progress (WIP) Limit 214 Tracking 216 Extreme Programming (XP) 216 Burn Charts 217 Information Radiators 221 Feature-Driven Development (FDD) Parking Lots 222 Other Progress Charts 223 Tracking Quality 223 Meetings or Ceremonies 226 Daily Stand-Up Meeting 226 Sprint Review or Demo 228 Retrospectives 229 Measuring Success in Agile 230 Conclusion 231 Summary 231 Interview with Kent McDonald 233 References and Further Reading 235 Review Questions 236

7 xii Contents Chapter 9: Agile beyond IT 239 Products beyond Software Development 240 Customer Collaboration 240 Responsiveness to Change 244 Working Software 246 Individuals and Interactions 248 Speaking to the Market with Agility 248 Managing Features 248 Limited Audience 250 Continuous Enhancements 251 Agile in Other Organizations 251 Tools for Broad Use 251 Agile Marketing 253 Conclusion 255 Summary 256 Interview with Travis Arnold 258 References and Further Reading 260 Review Questions 261 Appendix: John Deere Case Study 263 Glossary 273 Index 289

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