Organizational Patterns of Agile Software Development

Transcription

1 Organizational Patterns of Agile Software Development James O. Coplien Neil B. Harrison PEARSON Prentice Hall Upper Saddle River, NJ 07458

2 Contents PART I History and Introduction 1 1 An Overview of Patterns and Organizational Patterns What Are Patterns? Team Per Task** What Are Pattern Languages? Organizational Pattern Languages The Structure of Social Systems The Multiple Structures of Social Systems Pattern Languages and Sequences 9 2 How the Patterns Came to Us Gathering Organizational Data Introspection in and Analysis of Organizations Shortcomings of State of the Art The CRC Card Methodology Analyzing Roles and Relationships Creating Sequences Why Sequences Are Important Our Sequences History and Related Work 20

3 xiv Contents 3 How to Use This Book Reading the Patterns The Form Understanding the Models Behind the Patterns Stories and Pictures in the Patterns Finding Your Way Applying the Patterns Sequences Which Patterns? Human Concerns Updating the Patterns Who Should Use This Book? 27 PART II The Pattern Languages 29 4 Organization Design Patterns Project Management Pattern Language Community of Trust ** 34.2 Size the Schedule ** 36.3 Get On with It ** 38.4 Named Stable Bases * 42.5 Incremental Integration ** Private World ** Build Prototypes ** Surrogate Customer Take No Small Slips ** Completion Headroom ** Work Split* Recommitment Meeting * Work Queue * Informal Labor Plan ** Development Episode * Implied Requirements Developer Controls Process ** Work Flows Inward ** Programming Episodes ** Someone Always Makes Progress* Team Per Task ** Sacrifice One Person * Day Care * Mercenary Analyst * 92

4 Contents xv Interrupts Unjam Blocking ** Don't Interrupt an Interrupt * Piecemeal Growth Pattern Language Community of Trust Size the Organization ** Phasing It In ** Apprenticeship * Solo Virtuoso * Engage Customers ** Surrogate Customer * Scenarios Define Problem * Firewalls ** Gatekeeper ** Self-Selecting Team ** Unity of Purpose ** Team Pride ** Skunk Works * Patron Role ** Diverse Groups * Public Character ** Matron Role * Holistic Diversity * Legend Role * Wise Fool * Domain Expertise in Roles ** Subsystem by Skill * Moderate Truck Number Compensate Success ** Failed Project Wake * Don't Interrupt an Interrupt Developing in Pairs ** Engage Quality Assurance ** Application Design Is Bounded by Test Design * Mercenary Analyst Group Validation * Organization Construction Patterns Organizational Style Pattern Language Community of Trust Few Roles ** Producer Roles * Producers in the Middle ** 184

5 xvi Contents Stable Roles * Divide and Conquer ** Conway's Law ** Organization Follows Location ** Organization Follows Market * Face to Face Before Working Remotely ** Form Follows Function Shaping Circulation Realms * Distribute Work Evenly * Responsibilities Engage Hallway Chatter * Decouple Stages Hub, Spoke, and Rim Move Responsibilities * Upside-Down Matrix Management * The Watercooler * Three to Seven Helpers Per Role Coupling Decreases Latency * Standards Linking Locations People and Code Pattern Language Community of Trust Conway's Law Architect Controls Product ** Architecture Team * Lock 'em Up Together * Smoke-Filled Room Stand-Up Meeting ** Deploy along the Grain ** Subsystem by Skill Architect Also Implements ** Generics and Specifics Standards Linking Locations ** Code Ownership ** Feature Assignment * Variation Behind Interface ** Private Versioning ** Loose Interfaces ** Subclass Per Team Hierarchy of Factories Parser Builder * Incremental Integration Private World Named Stable Bases 283

6 Contents xvii PART 111 Foundations and History Organizational Principles Priming the Organization for Change Dissonance Precedes Resolution Team Burnout Stability and Crisis Management The Open/Closed Principle Of Teams Team Building Building on the Solid Core Piecemeal Growth The Fundamental Process When Do I Apply These Patterns? Writing Your Own Patterns Master Planning and the Theory of Constraints Communication and Organizational Learning Some General Rules Make Love, Not War Organizational Patterns Are Inspiration Rather than Prescription It Depends on Your Role in Your Organization It Depends on the Context of the Organization Organizational Patterns Are Used by Groups Rather Than by Individuals People Are Less Predictable Than Code The Role of Management Anthropological Foundations Patterns In Anthropology Beyond Process to Structure and Values The Shortcomings of Process Structure Values: The Human Element Roles and Communication Social Network Analysis Distilling the Patterns CRC Cards and Roles Social Network Theory Foundations Scatterplots and Patterns 318

7 xviii Contents PART IV Case Studies Borland Quattro Pro for Windows Introduction to the QPWCase Study Origins and Description of QPW Analysis of QPWData Personal Excellence and Integrity Do One Thing and Do It Well A Piecemeal Architecture Process Personality and Development No Wine Before Its Time Create Rather Than Conform California Gold Rush? Introspection by the Team Process and Quality Concluding Thoughts about QPW A Hyperproductive Telecommunications Development Team The Culture The Development Process The Pasteur Analysis of the Process The Human Side Engineering People Issues into the Process Code Ownership and Programming Anthropomorphism Growing a Garden Rewarding Excellence The Small Team Spirit Process Improvement Opportunities Thoughts and Conclusions 346 A Summary Patlets 349 A.I Project Management Patlets 349 A.2 Piecemeal Growth Patlets 352 A.3 Organizational Style Patlets 356 A.4 People and Code Patlets 359 A.5 Patlets from Other Pattern Languages 362 A.5.1 Arranging the Furniture 362 A.5.2 Ad-Hoc Corrections 363 A.5.3 All at Once 363 A.5.4 Architecture Definition Team 363 A.5.5 Balanced Team 363 A.5.6 Business Process Model 363

8 Contents xix A.5.7 Clear the Fog 363 A.5.8 Creator-Reviewer 363 A.5.9 Demo Prep 364 A.5.10 Designers Are Our Friends 364 A.5.11 Early and Regular Delivery 364 A.5.12 Establish the Business Objectives 364 A.5.13 Get Involved Early 364 A.5.14 Gradual Stiffening 364 A.5.15 Guru Does All 365 A.5.16 Market Walkthrough 365 A.5.17 Master-Journeyman 365 A.5.18 Microcosm 365 A.5.19 Owner per Deliverable 365 A.5.20 Participating Audience 365 A.5.21 Peacemaker 366 A.5.22 Product Initiative 366 A.5.23 Prototypes 366 A.5.24 Query Objects 366 A.5.25 Shared Clear Vision 366 A.5.26 Shearing Layers 366 A.5.27 Small Writing Team 367 A.5.28 Skill Mix 367 A.5.29 Work Allocation 367 A.5.30 Work Group 367 B Bibliography 368 C Photo Credits 379 Index 385