Software-Engineering II

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1 Software-Engineering II Prof. Dr. Axel Böttcher 30. September 2012

2 Lernziele 1. Kenntnis der agilen Prinzipien und grundlegender Prozesse 2. Ich will Sie auf professionelle Software-Entwicklung in einem Team vorbereiten. 3. Sie sollen in der Lage sein, zu entscheiden, ob Scrum die geeignete Vorgehensweise für ein Projekt ist 4. Sie sollen selbständig einen Scrum-Prozess etablieren können 5. Sie sollen die Kanban-Prinzipien kennen

3 Organisatorisches Mehrere Scrum-Teams im Praktikum (Startprojekt Dominion ist für alle Gruppen gleich) Wenig Frontalunterricht (Externe Vorträge, Dojo, Impro-Theater) Voraussetzungen für die Erteilung des Scheins: Angemessene Beteiligung am Projekt (nachgewiesen durch regelmäßige Ablieferung von Material im Repository) Laufende Continuous Delivery-Umgebung mit Jenkins inkl. Ansteuerung XFD Beteiligung an der Projektarbeit im jeweiligen Team Teilnahme am TDD-Workshop (coding Dojo)

4 Rahmen: Agile Entwicklung Vorgehensmodelle (Wiederholung): Wasserfall und das V-Modell

5 Sequential and Overlapping Development Rather than doing all of one thing at a time... Requirements Design Code Test Documentation Agile teams do a little of everything all the time

6 The Agile Manifesto We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation 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.

7 Agile Principles Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

8 Agile Principles Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing reuqirements, even late in development. Agile processes harness change for the customer s competitive advantages.

9 Agile Principles Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing reuqirements, even late in development. Agile processes harness change for the customer s competitive advantages. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

10 Agile Principles Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing reuqirements, even late in development. Agile processes harness change for the customer s competitive advantages. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business people and developers must work together daily throughout the project.

11 Agile Principles Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing reuqirements, even late in development. Agile processes harness change for the customer s competitive advantages. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business people and developers must work together daily throughout the project. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

12 Agile Principles contd. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

13 Agile Principles contd. 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.

14 Agile prcesses promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

15 Agile prcesses promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good design enhances agility.

16 Agile prcesses promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good design enhances agility. Simplicity the art of maximizing the amount of work not done is essential.

17 Agile prcesses promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good design enhances agility. Simplicity the art of maximizing the amount of work not done is essential. The best architectures, requirements, and designs emerge from self-organizing team.

18 Agile prcesses promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good design enhances agility. Simplicity the art of maximizing the amount of work not done is essential. The best architectures, requirements, and designs emerge from self-organizing team. At regular intervals, the team reflects on how to bcome more effective, then tunes and adjusts its behavior accordingly.

19 Agile Techniques Pair Programming Refactoring Test Driven Development Continuous Integration Small Release Cycles Collective Ownership (of the code)

20 Overview of Agile Processes Agile Methodologies Scrum XP dx FDD ASD Crystal DSDM Scrum XP: extreme Programming (All techniques at 100%) dx: :-) FDD: Feature Driven Development ASD: Adaptive Software Development DSDM: Dynamic Systems Development Method Siehe dazu R. Ramsin und R. F. Paige, Process-Centered Review of Object Oriented Software development Methodologies, ACM Computing Surveys, Vol. 40, N0. 1, 2008

21 Pros to Cons Short release cycles

22 Pros to Cons Short release cycles Requirements obsolesce quite quickly

23 Pros to Cons Short release cycles Requirements obsolesce quite quickly Can handle many requirements

24 Pros to Cons Short release cycles Requirements obsolesce quite quickly Can handle many requirements Agile focuses on simple designs

25 Pros to Cons Short release cycles Requirements obsolesce quite quickly Can handle many requirements Agile focuses on simple designs Success has only been proved empirically.

26 Pros to Cons Short release cycles Requirements obsolesce quite quickly Can handle many requirements Agile focuses on simple designs Success has only been proved empirically. XP is restricted to Teams with some 10 developers

27 Pros to Cons Short release cycles Requirements obsolesce quite quickly Can handle many requirements Agile focuses on simple designs Success has only been proved empirically. XP is restricted to Teams with some 10 developers Weak concept of architecture.

28 Scrum Source:

29 The Scrum Process Central activity of the process is a sprint: Source: R. Pichler Scrum Agiles Projektmanagement erfolgreich einsetzen, dpunkt.verlag, Heidelberg, 2008

30 Roles 1. Product Owner (single wringable neck) Responsible for Product Backlog Interface to the customer Manages releases 2. Team 5-9 members! Implements the product Does the Sprint Planning (based on estimation of efforts) 3. Scrum Master Should be nominated by the team Coaches the team Supervises the Scrum process Is NOT member of the team

31 Requirement Management: The Product Backlog Product backlog is collection of all requirements (User Stories) No complete requirement collection at start of project The Product backlog is a living document Managed by the product owner Entries are prioritized Estimation of Effort exists for all items

32 Sprints A Sprint transforms requirements (from the backlog) to running software. 1. Sprint Planning Max. 5% of total effort Requirements workshop Estimation of effort (expert estimation; planning poker) Determine sprint goals 2. Sprint (Development phase) 3-4 weeks Daily Scrums No Change of sprint goals and planned work 3. Sprint Review 4. Sprint Retrospective

33 Daily Scrum Scrum is the daily team meeting 15 minutes standup meeting, every day, same time, same place planning of the current work day: what did I achieve the previous day? what am I going to do today? what is in my way? Not for problem solving!

34 Tools

35 Levels of Done You shall become professional software developers. When is your software finished? When you have all code? When you also have (green) Unit Tests? When you also have (green) acceptance tests? When you also have (green) integration tests? When the system is tested (and green) at the user s premises?

36 Definition of DONE Done is at the scope of a story and includes: Code complete (checked in to current milestone branch and compiles as part of daily build, self documentin, communicate the programmer s intention) Unit tested (coverage 80%, pass rate 100%) Functionally tested and zero story-blocking bugs (requires test plan for the story) Ready for regression (100% pass rate of regression test including new story and a smuch automated as possible) Documented (each story has to provide core information that the doc team can use to create end user documentation) Demonstrale to stakeholders (from automatic build results)

37 Rules: If a story is separated into several sub-stories (for multiple Sprints), each of these sub-stories has to have a concrete value for the product owner Stories not completed within the Sprint are returned to the product backlog sprints are done when the alloted time has elapsed regardless of the number of completed stories

38 Sprint Retrospective minutes 2. Periodically take a look at what is and is not working 3. Done after every sprint 4. Whole team (plus customers, others...)

39 Kanban Aus Japan stammendes Prozessmodell, mit dem Ziel, Arbeitsabläufe kontinuierlich zu verbessern und ein konstantes Arbeitstempo zu erzielen.

40 Kanban-Prozess Minimalanforderungen Limit Work in Progress (WiP) Signalmechanismus für Pull von Aufgaben Im Gegensatz zu Scrum wird das strikte Time-Boxing gelockert.

41 Weitere Kerneigenschaften Visualisierung des Workflow (Wertschöpfungskette, z.b. Design, Entwicklung, Test, Review (und Puffer dazwischen) Führe Messungen zum Fluss durch und kontrolliere ihn Mache die Regeln für den Prozess explizit Verwende Modelle, um Chancen für Verbesserungen zu erkennen

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