BJECTIVES. Comparing/Combining RUP, XP, and Scrum mixing the Process Cocktail. My Goal. Dan Rawsthorne.

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1 Comparing/Combining RUP, XP, and Scrum mixing the Process Cocktail Net BJECTIVES Dan Rawsthorne Net Objectives, 3/26/ My Goal Enlighten Teach Entertain Feed Net Objectives, 3/26/2003 2

2 Agenda The Software Problem What is Process? Why Agility Works Description of RUP Description of XP Description of Scrum Best of Breed Combinations Additional Success Factors Net Objectives, 3/26/ THE SOFTWARE PROBLEM Net Objectives, 3/26/2003 4

3 The Purpose of a Project is To provide a solution for users That consists of quality code And doesn t cost too much Net Objectives, 3/26/ This Leads To Technical Problem building quality code that satisfies the Users needs Budget Problem managing the project so that it doesn t cost too much to do so Net Objectives, 3/26/2003 6

4 The Technical Problem has Three Parts Requirements Determine What the Software has to do Challenge: Satisfy the Users Production Actually Build the Software Challenge: Deliver Quality Product Maintenance Modify Software to satisfy new requirements Challenge: Maintain Quality Agility has changed the ways we do these Net Objectives, 3/26/ The Budget Problem has Many Issues How much do I want to spend to solve the Users problem? Do my developers know how to solve the problem? Are we making progress? Are we wasting money? Are we on schedule? Is the product good enough? CMM? Are other stakeholders going to be satisfied? How do we answer these questions? Net Objectives, 3/26/2003 8

5 Players User Community Has problems to be solved Usually disorganized, chaotic, group Customer Team Provides requirements and validation Should speak with one voice Developers Actually builds the stuff Lots of different roles here Business Owner Manages resources and money Often ignored in Development Process Net Objectives, 3/26/ Relationships Between the Players User Requirements Business Owner Reporting, Monitoring Customer Develop Product Developers Net Objectives, 3/26/

6 The Processes we are Discussing The three processes being discussed today are modern ones that enable agility Rational Unified Process (RUP) Rational extreme Programming (XP) Kent Beck Scrum Ken Schwaber, Mike Beedle These are not the only ones, but are some of the most common. Others include: Dynamic Systems Development Method (DSDM) Crystal Methodologies Alistair Cockburn Feature Driven Development (FDD) Peter Coad Adaptive Software Development Jim Highsmith... Net Objectives, 3/26/ Agenda The Software Problem What is Process? Why Agility Works Description of RUP Description of XP Description of Scrum Best of Breed Combinations Additional Success Factors Net Objectives, 3/26/

7 Process Every software project has a process: somewhere between hack it out and Space Shuttle software Basically, processes tell you what to do, and when to do it. Plan-driven: you determine up-front what you re going to do, and follow it Evaluation-driven: at any given time figure out what the next thing to do is, and do it Combination: have an initial plan, continuously updating as needed Net Objectives, 3/26/ Why do We Need a Process? A process is needed because stakeholders have various expectations for a software project, and want some guarantee that they will get them Quality code Provide business value Follow-on work Correct code Quality product offering Training Help desk Etc Net Objectives, 3/26/ Management visibility Quality of life Accurate progress reports React to changing requirements CMM/ISO Test Coverage

8 Formal Process vs Team Discipline There is a natural tension between having a disciplined team and having formal process The more disciplined the team is, the less formal process you need Most people aren t disciplined enough, so some process is usually necessary Process is useful, but we must look at why we want the process Every Project is different Net Objectives, 3/26/ What Defines a Process? Principles/Fears what guides you? Activities what do you do? Roles who does it? Practices how do you do it? Products what gets produced (and persisted)? Net Objectives, 3/26/

9 Three Levels of Development Business Level Users Business Need Product Level Customers Development Level Developers Net Objectives, 3/26/ Evaluating a Process Understand the Process: what are the Principles/Fears, Activities, Roles, Practices, and Products? Determine the Coverage: how well does the process span the three levels of development? Use Your Judgment: does this process meet your needs, for this team, for this project, at this time? Always remember: there is no one size fits all, silver bullet, process out there Net Objectives, 3/26/

10 Agenda The Software Problem What is Process? Why Agility Works Description of RUP Description of XP Description of Scrum Best of Breed Combinations Additional Success Factors Net Objectives, 3/26/ Agility is The ability to move faster than those things that can harm your project The ability to keep up with relevant changes In requirements In knowledge of our system In environment Agility is only relevant in a context Net Objectives, 3/26/

11 These Things Include Changing Requirements New Functionality Learn more about system Changing Priorities Different Stakeholders New Situations Changing Environment New OS, Languages, etc Changing Budgets Fewer Developers Do More with Less More How Can We Make This Work? Net Objectives, 3/26/ In Order to Succeed You Need Something to Work With All managers know that you need float in order to make a project work When developing software, where is the float that we have to work with? Let s think about this for a minute Net Objectives, 3/26/

12 Scope, Functionality and Robustness Scope measures how much is in the system the product of functionality and robustness Functionality is based on the problems being solved or goals being addressed some is more important than others Thought of as the width of the system Described mile wide inch deep Robustness measures the depth at which functionality is handled Secondary versions Error recovery Business Rules Refinements The actual depth Example: say you had to handle names in your system Net Objectives, 3/26/ Say You Need to Handle Names in Your System Names are how people identify themselves John A. Smith Prof. Frederick Martin Biedenweg III, PE Chuck O Reilly, Susan Walton-Smythe Albert van der Hoeven Frank O, Adolph Wolfeschlegelsteinhausenbergerdorft Cher, Madonna, Sting Nguyen Bich Frank Bich Nguyen Frank Bich Tchang Kai Chek, Chang Kai Chek, Chiang Kai-shek, Jiang Jieshi, (the artist formerly known as Prince) As you can imagine, there is a large cost difference between handling the basic functionality and handling it all This difference is the float you have to work with Net Objectives, 3/26/

13 Delivering Functionality in an Agile Project What we know to start What we budget MaxROI What we deliver The Universe of Possibilities Net Objectives, 3/26/ Agenda The Software Problem What is Process? Why Agility Works Description of RUP Description of XP Description of Scrum Best of Breed Combinations Additional Success Factors Net Objectives, 3/26/

14 RUP (Rational Unified Process) Process Framework Well Engineered Development Management Net Objectives, 3/26/ Perceptions of RUP Manageable, traceable, visible, the way things should be done Heavyweight, boring, waste of time Net Objectives, 3/26/

15 RUP Principles Use Case Driven Architecture Centric Iterative and Incremental Uses UML Can be Tailored to to a Project s needs Net Objectives, 3/26/ Develop Software Iteratively Manage Requirements Use component-based Architectures Visually Model Software Verify Software Quality Control Changes to to Software The Real Motivation of RUP My View Making mistakes is expensive, so make sure you know what you want to do before you do it A good solid system has a good solid architecture Plans and Budgets are hard to follow, so you need many interim deliverables to make sure you re on track (management touch points ) Things change, so be iterative and incremental so that you can modify your plans as necessary Net Objectives, 3/26/

16 RUP Activities Lifetime of a system is made up of Cycles Development, improvement, maintenance Phases Inception, Elaboration, Construction, Transition Iteration Project Management, Analysis, Requirements, Design, Code, Test Activity List later Net Objectives, 3/26/ Cycles/Phases/Iterations Net Objectives, 3/26/

17 Lifetime is made of Cycles Deliver v1.0 Deliver v2.0 Net Objectives, 3/26/ Phases Concentrate on Different Levels of Development kickoff delivery 1.0 delivery 2.0 Business Level Inception Product Level Elaboration Development Level Transition Construction Inception Elaboration Transition Construction Net Objectives, 3/26/

18 RUP Activities By Phase (Project Management) Project Management Inception Elaboration Construction Identify Risks * * Develop Project Plan * * Staff Project *** *** Develop Iteration Plan * ***** ***** Evaluate Iteration * *** ***** Revisit Risk List * *** ***** Net Objectives, 3/26/ RUP Activities By Phase (Business Modeling) Business Modeling Inception Elaboration Construction Capture a Common Vocabulary * Find Business Actors and UCs Structure Business UC Model Describe Business UC Find Business Workers/Entities * * Describe a Business Worker Describe a Business Entity Review the Business UC Model * Review the Business Object Mdl * Net Objectives, 3/26/

19 RUP Activities By Phase (Requirements) Requirements Inception Elaboration Construction Develop Vision Manage Dependencies ** ***** Elicit Stakeholder Requests * Capture a Common Vocabulary Find Actors and Use Cases ** *** Prioritize Use Cases *** *** Structure the Use Case Model ***** * Detail a Use Case ** **** * User Interface Modeling User Interface Prototyping *** ** *** *** ** * Review Requirements *** *** *** Net Objectives, 3/26/ RUP Activities By Phase (Analysis & Design) Analysis and Design Inception Elaboration Construction Architectural Analysis *** * Architectural Design * * Use Case Analysis * *** Describe Concurrency Describe Distribution *** *** Review Architecture * * Subsystem Design ** Class Design * Database Design Use Case Design * ** Review Design * Net Objectives, 3/26/

20 RUP Activities By Phase (Implementation) Inception Elaboration Construction Implementation Implementation Model Plan System Integration * ** **** Integrate System * Plan Subsystem Integration Implement Classes Fix A Defect * Perform Unit Test Review Code Integrate Subsystem Net Objectives, 3/26/ RUP Activities By Phase (Test) Test Inception Elaboration Construction Plan Test * ** Design Test * Implement Test Execute Integration Test Execute System Test Execute Performance Test Design Test Classes and Pkgs Implement Test Components and Subsystems Evaluate Test Net Objectives, 3/26/

21 RUP Roles Project Manager Business-Process Analyst Business Designer Business Reviewer System Analyst Use Case Specifier Architect User Interface Designer Requirements Reviewer Designer Database Designer Architecture Reviewer Design Reviewer System Integrator Implementor Code Reviewer Test Designer Integration Tester Performance Tester Net Objectives, 3/26/ RUP Practices The actual practices are pretty much left up to the developer However, there are lots of diagrams like these that show how the activities fit together Net Objectives, 3/26/

22 Some RUP Products Vision Document/ Business Case Glossary Software Development Plan Risk List Project Plan Measurement Plan CM Plan Integration Build Plan Test Plan Iteration Plans Iteration Assessments Use Case Model Analysis Model Design Model Deployment Model Implementation Model Test Model Net Objectives, 3/26/ Architecture Description (4+1) Use case view Analysis view Design view Deployment view Implementation view User Interface Prototype Interfaces Analysis Packages Design Subsystems Implementation Subsystems Components Test Cases Test Procedures Test Components Test Evaluations Defect Lists Discussion Questions Who s going to like RUP, and why? Who s going to hate RUP, and why? Net Objectives, 3/26/

23 Agenda The Software Problem What is Process? Why Agility Works Description of RUP Description of XP Description of Scrum Best of Breed Combinations Additional Success Factors Net Objectives, 3/26/ XP (extreme Programming) Development Practices The Customer Drives It s all about the Code Net Objectives, 3/26/

24 Perceptions of XP Cool, trusts the developers, lets me do my thing Formalized hacking, waste of resources, no management control Net Objectives, 3/26/ XP Principles Rapid Feedback Assume Simplicity Incremental Change Quality Work Fine Scale Feedback Continuous Process Shared Understanding Programmer Welfare Communication Simplicity Feedback Courage/Aggression Net Objectives, 3/26/

25 The Real Motivation of XP My View Good clean code is easy to change Customers make all business decisions Developers make all technical decisions Make iterations as short as possible so that Customer can drive with rapid feedback Net Objectives, 3/26/ XP Activities Produce User Stories Release Planning Planning Game (iteration planning) Development Spike Solution Run Acceptance Tests Net Objectives, 3/26/

26 XP Roles Programmer Customer Tester Coach Tracker Manager Net Objectives, 3/26/ XP Practices Business Level OnsiteCustomer Product Level SustainablePace Development CodingConventions Level SystemMetaphor AcceptanceTests SmallReleases SimpleDesign RefactorMercilessly ContinuousIntegration CollectiveCodeOwnership PlanningGame UnitTests TestDrivenDevelopment PairProgramming Net Objectives, 3/26/

27 XP Products Release Plan User Story Code Unit Tests Acceptance Tests Net Objectives, 3/26/ Use Case versus User Story Use Case: Describes how an Actor interacts with the system to achieve a Goal Focus is on user and validation Tells a complete story User Story: A bite-size bit of functionality that has business value and can be developed in a few days Focus is on developer and production Part of a complete story Net Objectives, 3/26/

28 Use Case versus User Story Use Case: Logon to System Actor: ATM Customer Scope: ATM Machine Description: After swiping the ATM Card, the user is asked for a password. The system verifies that the card is legitimate and that the password corresponds to the card. The user is then given access to all the other ATM commands. The user is given three chances to enter a correct password; after the third time the ATM Card is kept by the machine. Sample User Stories Display welcome screen until user swipes ATM Card Display login screen until password is entered Verify that ATM card is legitimate Verify the password is legitimate Implement three strikes algorithm for password entry Swallow card if card is illegitimate Swallow card if password fails Return Card if Network Goes Down Net Objectives, 3/26/ Another Version Story: Ok on Password screen gives full capability to anybody Story: fixed passwords for different capability suites Story: "three Strikes" algorithm Story: Screen Capabilities by ID still fixed password for each capability Story: Different Password for each ID Story: Full Password capability (different password per ID per capability suite) Net Objectives, 3/26/

29 Ever Unfolding Story Vision Use Case Requirements Model Goals/Constraints Scenario Extension Sub Use Case (sub)system Data Element UI Element Business Rule Other Models Net Objectives, 3/26/ Use Cases to User Stories 1 Use Cases Technical Sooner Later Net Objectives, 3/26/

30 Use Cases to User Stories 2 1 Use Cases Technical Sooner Later Net Objectives, 3/26/ Use Cases to User Stories 3 Use Cases 1 2 Technical Sooner Later Net Objectives, 3/26/

31 Use Cases to User Stories 4 Use Cases Technical Sooner Later Net Objectives, 3/26/ Discussion Questions Who s going to like XP, and why? Who s going to hate XP, and why? Net Objectives, 3/26/

32 Agenda The Software Problem What is Process? Why Agility Works Description of RUP Description of XP Description of Scrum Best of Breed Combinations Additional Success Factors Net Objectives, 3/26/ Scrum Management Strategy Communication and Empowerment Team/Management Interactions Net Objectives, 3/26/

33 Perceptions of Scrum Huh?! Net Objectives, 3/26/ Scrum Principles Commitment Focus Openness Respect Courage Visibility Communications Remove Impediments No Interference Net Objectives, 3/26/ Built-in instability Change out of of Chaos Self-organizing project teams Overlapping development phases Multi-learning Subtle control Transfer of of learning

34 The Real Motivations of Scrum My View Changes may be hard to make, so identify them as soon as possible Developers know how to develop, so just stay out of their way and let them do it Make 30-day iterations for two reasons: Enough heft to allow Developers to believe they re doing something real Short enough so that Management doesn t feel abandoned Net Objectives, 3/26/ Scrum Activities Sprint Planning Sprint Daily Scrum Sprint Review Net Objectives, 3/26/

35 Scrum Roles Scrum Master Product Owner Scrum Team Not much detail, because Scrum is a lightweight management process, not a development process Net Objectives, 3/26/ Scrum Practices Identify and Remove Impediments Identify Product Backlog Define Sprint Backlog No Interference, no Intruders, no Peddlers Frequent, First-Hand Observations Net Objectives, 3/26/

36 Scrum Products Sprint Backlog Release Backlog Product Backlog Burndown Graph work remaining days Net Objectives, 3/26/ Discussion Questions Who s going to like Scrum, and why? Who s going to hate Scrum, and why? Net Objectives, 3/26/

37 Agenda The Software Problem What is Process? Why Agility Works Description of RUP Description of XP Description of Scrum Best of Breed Combinations Additional Success Factors Net Objectives, 3/26/ Best of Breed Combinations My View of the Best Net Objectives, 3/26/

38 Best of Breed Practices/Concepts These are the practices/concepts that I look for in a Project s process Practice or Concept RUP XP Scrum Iterative and Incremental Architecture-Centric? Validation-Centric Developer/Customer Interaction Developer/Management Interaction Developer/Support Interaction Business Owner Buy-In Risk Management Quality Code Management Touch Points Large Teams Small Teams Complex Projects Use Cases Net Objectives, 3/26/ Two Sample Cocktails Top-Down Process Large, complex project Management centered, ceremony needed Bottom-Up Process Small e-commerce project Developer centered, keep as simple as possible Each project must mix its own cocktail Net Objectives, 3/26/

39 Cocktail 1 Large, Complex Project what I m thinking Start with RUP Use 1-month iterations, a la Scrum Use XP Practices as much as possible System Analyst or Architect acts as XP Customer for Construction Phase Adapt XP Practices as I can for other Phases Handle Team/Management interaction in Scrum fashion Tailor out as much else as I can, without running foul of any major Stakeholder s fears Call the process Tailored RUP because that s what it is Net Objectives, 3/26/ Cocktail 1 what it looks like Inception Elaboration Construction Transition Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 6 Inception Develop use cases in pairs (analyst/architect + user) Do just enough to develop a backlog to start with Elaboration Develop architecture in pairs (analyst/architect + lead developer) Continue to work on Use Cases Construction Multiple XP teams developing different parts of the architecture Scrum Master for each team with Project Manager over all Cross-team pairing for interface and infrastructure issues Transition Integration of different parts of the architecture Pairing to fix bugs and integrate Net Objectives, 3/26/

40 Cocktail 2 Small e-commerce project Start with XP Use 1-month iterations, a la Scrum (shorter if your tools can handle it and the team wants to ) Add other Scrum practices to manage the team s relations to management Scrum Master Protect/Insulate the team Add Use Cases from RUP Architect pairs with Marketing Staff to develop them Marketing sells use cases to the world Architect converts use cases to user stories for the developers Call the process XP++ or Scrum with an XP Center Net Objectives, 3/26/ Cocktail 2 what it looks like Business Level OnsiteCustomer Product PlanningGame Level Identify and and Remove Impediments SustainablePace Development CodingConventions Level SystemMetaphor AcceptanceTests SimpleDesign RefactorMercilessly ContinuousIntegration CollectiveCodeOwnership Use Cases Small Releases No No Interference, no no Intruders, no no Peddlers UnitTests TestDrivenDevelopment PairProgramming Net Objectives, 3/26/

41 Needs to Tasks Problem No matter what process you use, the fundamental technical problem is to analyze the user s needs in order to determine development tasks Business Level Need Product Level Development Level Task Task Task Task Task Task Net Objectives, 3/26/ Needs to Tasks - RUP Here are the major steps in moving from a User s need to a collection of Developer Tasks in RUP Business Level Product Level Need Use Case Realization Detail a Use Case Analyze a Use Case Analyze a Class Use Case Analysis Classes Development Level Task Task Task Task Task Task Net Objectives, 3/26/

42 Needs to Tasks - XP Here are the major steps in moving from a User s need to a collection of Developer Tasks in XP Business Level Need Magic Performed by Customer Product Level Iteration Planning Game User User Story User Story User Story Story Development Level Task Task Task Task Task Task Net Objectives, 3/26/ Needs to Tasks Combined Here s what I recommend for the major steps in moving from a User s need to a collection of Developer Tasks Business Level Product Level Use Case Detail a Use Case Ever-Unfolding Story Iteration Planning Game Need User User Story User Story User Story Story Development Level Task Task Task Task Task Task Net Objectives, 3/26/

43 Agenda The Software Problem What is Process? Why Agility Works Description of RUP Description of XP Description of Scrum Best of Breed Combination Additional Success Factors Net Objectives, 3/26/ Team Values Cooperation Communication Trust Honesty Respect Courage/Aggression Quality work Play to win Net Objectives, 3/26/

44 Environment Available Customer Source Code Management Coding Standards Continuous Integration Facilitate Communications Information Radiators Team Room Net Objectives, 3/26/ Please Fill Out Evaluations Net Objectives, 3/26/

45 Net Objectives Who We Are Mission: Guiding and empowering our customers in their software development efforts via courses and coaching. Vision: Effective and efficient software development without suffering. We provide training, mentoring and consulting for all phases of object-oriented software development. We assist companies transitioning to object-oriented development by providing mentoring throughout the entire development process. Net Objectives, 3/26/ Use Cases and Analysis Writing Effective Use Cases. Capturing functional requirements with Use Cases is a software development best practice. This two-day course provides theory and practice in writing use cases, an understanding of how use cases fit into software development, and a variety of optional topics. The course is largely based on Alistair Cockburn's book "Writing Effective Use Cases" - winner of the Jolt Productivity Award for As a certified member of Cockburn and Associates, we are one of the few companies authorized to teach it. Use Case Based Requirements Analysis. Use Cases are the best tool known for capturing and documenting the functional requirements for a system. Unfortunately, trying to capture a system's use cases all at once often leads to a severe case of "analysis paralysis". The Ever-Unfolding Story is an incremental technique for developing use cases and refining them into more detailed requirements. Because it's incremental, the Ever- Unfolding Story allows for frequent validation of the requirements, and supports both artifact-driven and agile development processes. The course consists of lecture and hands-on exercises, and the use case portion is largely based on Alistair Cockburn's book "Writing Effective Use Cases" - winner of the Jolt Productivity Award for Net Objectives, 3/26/

46 Agile Development and OOA/UML Agile Development Best Practices. In simple terms, an Agile Project is one that is predicated on making sure it is always doing the right thing, not merely following a plan that has since gone out of date. The cornerstone of this approach is getting and adapting to feedback as the project progresses. Most projects can't do this, so they fall further behind and either fail or provide inferior products. Changes are of many types, but the most common (and important) changes are to the system's requirements. This course analyzes what it means to be an agile project, and provides a number of best practices that provide and/or enhance agility. Different agile practices (including RUP, XP and Scrum) are discussed. Object-Oriented Analysis With the UML. The word "analysis" means many things when discussing software development. In this two-day course you will learn about three different kinds of analysis: Domain Analysis, Requirements Analysis, and Architectural Analysis. The course consists of lecture and many hands-on exercises; you will learn a number of different modeling techniques, and use many common Unified Modeling Language (UML) diagrams. Throughout the course the focus is on the Analyst's job - providing information that will give other developers a "fighting chance" to develop the correct software. Net Objectives, 3/26/ Design Patterns and Refactoring Design Patterns Explained: A New Perspective on Object-Oriented Design. This course goes beyond merely teaching several design patterns. It also teaches the principles and strategies that make design patterns good designs. This enables students to use these advanced design techniques in their problems whether design patterns are even present. After teaching several patterns and the principles underneath them, the course goes further by showing how patterns can work together to create robust, flexible, maintainable designs. Refactoring and Unit Testing Key Skills for Agile Development. The practice of Agile Software Development requires, among other things, a high degree of flexibility in the coding process. As we get feedback from clients, stakeholders, and end users, we want to be able to evolve our design and functionality to meet their needs and expectations. This implies an incremental process, with frequent (almost constant) change to the code we're working on. Refactoring, the discipline of changing code without harming it, is an essential technique to enable this process. Unit testing, which ensures that a given change has not caused an unforeseen ripple effect in the system, is another. Net Objectives, 3/26/

47 Java: On-site and Instructor Led Web- Based Training Object-Oriented Programming: Java Edition. Java is a powerful programming language, but its true value emerges only when a solid understanding of Object Oriented Programming techniques are applied. This two-day course focuses on the essential concepts of OO: Encapsulation, Inheritance, and Polymorphism, and includes practical examples and exercises using Java code. Emphasis is placed on implementation issues such as strong cohesion, loose coupling, and eliminating redundancy. Best practices, as illustrated by common design patterns are also discussed. On-line/instructor led Java Training. This is our on-line equivalent of our 5-day Java training. This is not a self-study program where you get e- mail answers to your question. This is a high-touch training program where you work in frequent (albeit remote) contact with both the instructor and your student community. The core of the Java language is taught as well as some SWING and many of the core Java classes. It requires about 4 hours a week from each participant and takes place over 12 weeks. Net Objectives, 3/26/ C#: On-site and Instructor Led Web- Based Training C# for C++ and Java Developers. C# is the flagship language for.net, and despite what many have suggested, it is neither Java with enhanced syntax. nor is it C++ with better manners. C# is a new language, with many new syntactic elements. Also, programming in.net requires an understanding of the framework and the development process it is designed to support. This 1-day course is intended to elucidate the C# language in terms of syntax, process, and some early-adopter best practices, making the transition for Java and C++ developers as smooth as possible. On-line/Instructor Led C# Training. This course teaches the basics of the C# language as well as many of the standard C# classes that support the language. It is equivalent to a 5-day C# training class. It requires about 4 hours a week from each participant and takes place over 12 weeks. Net Objectives, 3/26/

48 Object-Oriented Programming in.net Object-Oriented Programming: C# Edition. The emergence of.net for distributed computing has brought along with it a new flagship language: C# (C-Sharp). Those who are familiar with C, C++, and Java will find the syntax of C# relatively easy to absorb, but using the language properly will require a firm grounding in OO concepts and practices. This two-day course focuses on the essential concepts of OO: Encapsulation, Inheritance, and Polymorphism, and includes practical examples and exercises using C# code. Emphasis is placed on implementation issues such as strong cohesion, loose coupling, and eliminating redundancy. Best practices, as illustrated by common design patterns are also discussed. Object-Oriented Programming: VB.NET Edition. Visual Basic (VB) has undergone a major transformation with the new version for.net. What was once an object-based, procedural language has now become an Object Oriented language akin to C++, Java, and C#. While the primary aspects of its syntax has not changed, this shift to a true Object Orientation will require those with an investment in VB knowledge to learn new concepts such as inheritance, polymorphism, designing to interfaces, and object composition. This 2-day course will take the experienced VB 5.0 or VB 6.0 developer and teach them the OO concepts they need to move to VB.Net. Net Objectives, 3/26/ C++ and XML Object-Oriented Programming: C++ Edition. C++ is a powerful programming language, but its true value emerges only when a solid understanding of Object Oriented Programming techniques are applied. This two-day course focuses on the essential concepts of OO: Encapsulation, Inheritance, and Polymorphism, and includes practical examples and exercises using C++ code. Emphasis is placed on implementation issues such as strong cohesion, loose coupling, and eliminating redundancy. Best practices, as illustrated by common design patterns are also discussed. XML and Its Family of Technologies. XML is a powerful new standard for data modeling and communication, controlling presentation, and inter/intra-process communication. As XML is a cross-platform tool, it is a natural fit for the Java programming language, which is also operating system independent. This course introduces the student to XML and its primary supportive technologies such as SAX/DOM, DTD/Schema, JDOM, and XSLT, with an emphasis on the motivations behind these tools and the way they interrelate. The instructor will then provide detailed, practical examples of how these tools can be used in a Java-based project. Net Objectives, 3/26/

49 Bibliography Best place to buy books: Full bibliography at Net Objectives, 3/26/ Net Objectives Community of Practice We provide a public forum for discussion of topics including: Design patterns Agile methods (including XP, Scrum, RUP) Use cases Emergent design We also have several books under development on-line for review by the community. Go to for more information. To subscribe to our e-zine, send an to info@netobjectives.com with subscribe in the subject line Net Objectives, 3/26/

50 Bibliography Patterns - Core Design Patterns: Elements of Reusable Object-Oriented Software, Gamma, Helms, Johnson, Vlissides (still the best reference book on patterns) Design Patterns Explained: A New Perspective on Object- Oriented Design, Shalloway, Trott Design Pattern Java Workbook, Metsker (good for Java implementation) Pattern Oriented Software Architecture: A System of Patterns, Bushmann, (a little dated, but still useful) Timeless Way of Building, Christopher Alexander (a classic. The only book in my top ten personal and top ten business) Net Objectives, 3/26/ Bibliography Patterns - Specialized Patterns Of Enterprise Application Architecture, Fowler, et. al. Pattern Oriented Software Architecture Vol 2: Patterns for Concurrent and Networked Objects, Schmidt, Stal, Rohnert, Buschmann, (great book for multithreaded, distributed patterns) Net Objectives, 3/26/

51 Bibliography - Agile Methodologies Agile Software Development, Cockburn Agile Software Development With Scrum, Schwaber, Beedle Extreme Programming Explained: Embrace Change, Beck Extreme Programming Installed, Jeffries Extreme Programming Applied: Playing to Win, Auer, Miller Bibliography - The UML and Use Cases Writing Effective Use-Cases, Cockburn Patterns for Effective Use Cases, Adolph&Bramble, et. al. with contributions from our own Dr. Dan Rawsthorne UML Distilled, Martin Fowler (easiest and best way to learn what the UML is) Net Objectives, 3/26/ Bibliography - Java Effective Java, Bloch Java Design, Coad (best book on how to do OO in Java by far) Thinking in Java (3 rd Ed), Eckel. Great book to learn Java and object-oriented programming from. Bibliography - Miscellaneous (The) CRC Card Book, Bellin, Simone (CRC cards are a great way to verify initial designs) Multi-Paradigm Design for C++, Coplien (excellent description of commonality/variability analysis -- I even recommend the first part for Java programmers. See for the book s equivalent on the web) Net Objectives, 3/26/

52 Bibliography Refactoring/XP Related Emergent Design: Refactoring and Design Patterns for Agile Development, by Scott L. Bain, Alan Shalloway, Dr. Dan Rawsthorne. Late For previews: Java Tools for Extreme Programming: Mastering Open Source Tools Including Ant, JUnit, and Cactus, Richard Hightower, Nicholas Lesiecki Refactoring, Martin Fowler (most in depth book on this old practice) Test Driven Development: By Example, Kent Beck. Not as great as we were hoping, but very useful. Net Objectives, 3/26/ On-Line Books Many books are available on-line at: Specific Articles of Great Interest Test Infected: Programmers Love Writing Tests A great article on doing test driven development with Junit by Gamma and Beck - the authors of JUnit. Net Objectives, 3/26/

53 Famous Sayings The check is in the mail. I ll respect you in the morning. We ve got all the requirements. That ll never happen. That always happens. I'll write the tests later. I can write bad code because I know refactoring. Yes, I m sure. We ll integrate it in later. I ll fix it later. Net Objectives, 3/26/