Agile Methodologies

Agile Methodologies
Venkat Subramaniam ([email protected]) Agile Methodologies - 1

Agile Methodologies
Whats Agility?
Why Agility?
Agile Manifesto and Principles
Whats Methodology and why?
Methodologies that promote agility
Conclusion

Agility
Whats Agility?
Being agile
Whats Agile?
marked by ready ability to move with quick
easy grace
having a quick resourceful and adaptable
character
What does that mean?
Process has to be lightweight and sufficient
Lightweight helps us adapt and move
Sufficient recognizes our ineffectiveness to be
complete and relies on strong communication

Agile Methodologies
Whats Agility?
Why Agility?
Conclusion

Evolution of Fields
Bridge Construction
Medicine
Airplanes
Software Development

Bridge Construction
Early Wood, Stone
Then Iron, Steel
Concrete Bridges
Constructing a bridge is different from
innovating a bridge (with new material
for instance) for the first time
Engineers use well established metrics to

design bridges they do not innovate at
this stage
Medicine
Health was thought to be restored
by purging, starving, vomiting or
bloodletting
Both surgeons and barbers were
specializing in this bloody practice
Widely practiced in 18th and 19th
century
Declared quackery by 1900
Infection control
If patient survived surgery,
he most likely died out of infection
Germ theory and sterility came only in
late 1800s (Lister)
Current rate of infection < 2.5%

Airplanes
400 BC Chinese fly kite
aspiring humans to fly
For centuries, we tried to fly
like birds disastrous
Steam powered, hot air
Gliders, single man
Engine powered
1903 Wright brothers first
flight 12 seconds, 120 feet,
10 feet altitude
Software Development
Relatively nascent field in comparison
Machines are getting faster or more

powerful
Are we getting better in delivering

software applications though

Success (or lack there of)
How successful are we in developing
software?
Less than 10% of software projects

succeed1
Criteria for success?: On time, within
budget, feature complete, works (failure
free)
Why is it so hard to get this right?

Software Engineering?
Whats Engineering?2, 3
the application of science and mathematics by which the
properties of matter and the sources of energy in nature are
made useful to people
the design and manufacture of complex products <software
engineering>
If software engineering like manufacturing or designing
a manufacturing plant?
Is it like making another cell phone or making of cell phones
(took 37 years for commercialization)?
Manufacturing is predictive
You can measure and control quality, quantity
Designing a manufacturing plant is creative/innovative
Most software development is innovative process rather
than predictive manufacturing
Requires great deal of innovation, interaction/communication
Why is it hard to communicate?
Why not simply write good documents to
describe requirements and hand them off
to developers to create software?
We have tried that, but we know it does

not work
3 factors influence
What you are communicating
Who is communicating
With whom
A Picture is worth a thousand words
Lets take a look at this picture from Stephen

Coveys 7 Habits of Highly Effective People

Realizing what makes it hard
Ceremony: Amount of method weight for
documentation, formal steps, review,
Documents cant fully describe the
requirements
3 types of people make up your team
Those with exceptional domain knowledge but little
software development expertise
Those with exceptional software dev. experience, but
little domain knowledge
Those with both domain and software development
skills
(we will ignore that 4th category)
Closer and frequent interaction is a necessity
Process
Waterfall approach4
Actually specified iteration - largely ignored
Customers mind is not frozen after they
give us the requirements
We are not able to fully understand what
is said
Show me a long project duration, I will
show you a project that is already
doomed

Iterative and Incremental
How to foster
innovation and
communication?
Isolation does not
help
Interaction is key
among developers
and with
customers
But will that not
take more time?
The time/scheduling hypocrisy
What can you tell me about the next
project, you ask?
It is due on November 1st tells your manager
We hold deadlines too dearly

Of course, time to market is critical
But what generally happens on projects

when you hit that deadline?

Pick Two
Ask your customers to pick two out of the
following, you decide the third:
Time
Scope
Quality
Reality often ignored in project planning

Agile Development Process
Iterative and evolutionary development
Timeboxing
Set amount of time for iteration
Adapt future iteration based on the realities
Adaptive planning
Incremental delivery
Agility
More focused on success than sticking
with a plan
Working software is valued and
considered measure of progress
Agile Methodologies
Whats Agility?
Why Agility?
Conclusion

Agile Manifesto
Venkat Subramaniam ([email protected]) http://agilemanifesto.org Agile Methodologies - 21

Principles behind the Agile Manifesto
Our highest priority is to satisfy the customer through early and continuous
delivery of valuable software.
Welcome changing requirements, even late in development. Agile processes
harness change for the customer's competitive advantage.
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.
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.
Agile processes 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.
Simplicitythe art of maximizing the amount of work not doneis essential.
The best architectures, requirements, and designs emerge from self-
organizing teams.
At regular intervals, the team reflects on how to become more effective, then
tunes and adjusts its behavior accordingly.

Agile Methodologies
Whats Agility?
Why Agility?
Conclusion

Methodology
Methodology
Its what you dowhatever that isto

create software
Series of related methods to coordinate

peoples activities on a team
How work is done

Why Methodology?
Helps to explain how your team works
Helps us understand responsibilities and

priorities
Helps measure progress and show

progress
Serves as a framework to learn from

Agile Methodologies
Whats Agility?
Why Agility?
Conclusion

Methodologies
Methodologies share common principles,
but differ in practices
eXtreme Programming (XP)
Scrum
Evolutionary Project Management (Evo)
Unified Process (UP)
Crystal
Lean Development (LD)
Adaptive Software Development (ASD)
Dynamic System Development Method (DSDM)
Feature Driven Development (FDD)
eXtreme Programming (XP)
http://www.extremeprogramming.org
http://www.xprogramming.com

XP
Kent Beck, Ward Cunningham, Ron Jeffries based on
experience from C3 project
XP has nothing new, yet it has something new!
Four values, Twelve practices
Based on what has worked on projects, taking them to extreme
If something is good why not do it all the time?
Small teams (under 20)
Onsite customer presence
Planning game
Negotiate requirements in form of stories captured on index
cards
2 to 3 weeks iteration
Scales well for problem size within limits, but does not
scale well for team size
But, a competent smaller team is better than a large team following
heavier methodologies
Deemphasizes documentation
Accelerates development, but may be a problem for transition later on
Control Variables
Cost
Too little, does not solve problems
Too much, some times more of a problem
Time
More time can improve quality and increase scope.
Too much time hurts as well
Feedback from system in production is imperative
Quality
Sacrificing this may result in short term gains
Over the long haul, lost is enormous
Scope
Lesser the scope, better the quality
You can deliver sooner as well
Assuming it meets the business needs
Set of Values
Communication
Communicate critical change in requirements, design, etc.
Put in place practices that will enhance communication
Simplicity
Find simplest thing that will work
Build some thing simple today and pay a little to change
tomorrow than build some thing complicated today that may
never be used
Feedback
Unit tests provide feedback
Corrected in minutes and days, not weeks
System that stays out of the hands of users is trouble waiting to
happen
Courage
Dont hesitate to throw code away if you find better simpler way
Do not hesitate to call attention to problems if they are
significant and will benefit from reworking
Taking it to extreme
It takes good commonsense principles and practices to
extreme levels
If code review is good, well review code all the time
Pair programming
If testing is good, every body will test all the time
Unit testing by developers, functional testing by customers
If design is good, well make it part of everybodys daily
business
Refactoring
If simplicity is good, well make it part of the system with
simplest design that supports its current functionality
If architecture is important, everybody will work defining and
refining the architecture all the time
metaphor
If integration testing is important, then well integrate and test
several times a day
Continuous integration
If short iterations are good, well make the iterations really,
really short seconds and minutes and minutes and hours, not
weeks and months and years
The planning game
XP Principles
The Planning Game
Scope next release with business priorities, technical
estimates
Update the plan based on reality
Small Releases
Put simply system into production quickly
Release new version in short cycle
Metaphor
Guide development with simple shared story of how
the whole system works
Simple Design
Design as simple as possible at any given moment.
Testing
Continually write and run unit tests
XP Principles
Refactoring
Restructure system without changing its behavior to remove
duplication, improve communication, add flexibility and simplify
Pair Programming
Two programmers, one machine, four eyes are better than two
Collective Ownership
Anyone can change code anywhere in the system at any time
Continuous Integration
Integrate and build the system many times a day, every time a
talk is completed.
40-hour Week
Never work overtime a second week in a row
On-site Customer
Real, live user on the team, available full-time to answer
questions
Coding Standards
All code written accordance with rules emphasizing
communication through the code
Where does XP work?
Culture
Business culture
How change is accepted? Need to work long hours?
Goal oriented? Heavy on paper work?
Size
Team size of around 10 is ideal
Technology
Must be able to make change quickly and get
feedback
Work environment
Should promote closer interaction and
communication

Scrum
http://en.wikipedia.org/wiki/Image:Rugby_union_scrummage.jpg
http://www.controlchaos.com

Scrum
Developed by Ken Schwaber and Jeff Sutherland
Name derived from Rugby
Groups effort to move quickly to counter the opposite team,
adjusting the move along progress
Scrum Master coach for the team
Looks outward keeping distractions out
Trusts the self-managed team to get work done
Sprint 30 days iteration cycle with pre-sprint and post-
sprint activities
Scrum meeting Short standup meeting to
communicate and monitor progress
Backlog used for planning
Features and estimate of duration for each task
Task for sprint picked from the pool of tasks
Used to decide features for sprint and plan out the work
Sprint Goal minimum success criterion to steer and
keep focus
Scrum
Leaves documentation depth to specifics
of projects may need more or less
aim for as little as possible
Self-directed and self-organized team
Competent focused people
Demo to stakeholder at iteration end
Client-driven adaptive planning
No work added during iteration
Lends itself to experimenting on certain
parts of the application development
Scrum Lifecycle
Planning
Vision, expectations, funding
Staging
Identify requirements, prioritize iteration
Development
Implement system ready for release in each
sprint
Release
Operational deployment

Scrum Values
Commitment
Team takes responsibility to complete the Sprint. To
avoid things that will stand in its way
Focus
Teams focus is maintained. Distractions,
interruptions are fielded
Openness
Overall and individual status and commitments kept
open.
Respect
Team responsibility rather than scapegoating.
Courage
Management and team have the courage to take
responsibility to do what is necessary

Evolutionary Project
Management (Evo)
http://www.gilb.com
http://www.gilb.com

Evo
Oldest iterative and incremental method
introduced in 1960s by Tom Gilb, published 1976
Short (5 days) iteration
Evolutionary requirements and design
Recommends measurable short list of project
objectives
Avoids big up-front specification
Evolving requirements
Recommends use of a Planguage a
specification language that could make it
ceremonial
Emphasizes measurable progress
Frequent delivery to stakeholders
Unified Process (UP)
http://www-306.ibm.com/software/awdtools/rup

UP
Developed by Rational Software Corp (now part of IBM),
lead by 3 amigos
Grady Booch, James Rumbaugh, Ivar Jacobson
Derived from several methodologies at that time
Micro and Macro development process
Micro deals with tactical issues (daily activities)
Macro process has inception, elaboration, construction,
and transition
Generally viewed as heavy weight process
Agile in sprit, but can get very ceremonial
Emphasizes iterative cycles, constant feedback
Developed along with UML which provides for several forms of
documentation
Comes from disciplined process oriented angle
Not easy to tailor for small projects
Crystal
http://alistair.cockburn.us
http://alistair.cockburn.us

Crystal Family
Alistair Cockburn
Framework of related methods addressing variability of
environment and specific characteristics of projects
Size of development team
Project criticality
Loss - due to defect - of comfort, essential money, discretionary
money, life
Crystal a metaphor for color and hardness
Clear, yellow, orange, red
People and Communication centric
Lighter (color) is better as long as it lasts
See/show significant consequence or risk before implementing
a harder/darker version
Project specific methodologies

Core Properties
Frequent delivery/integration using time-boxed
iterations
Reflect and improve, criticize and fix
Osmotic (passive) knowledge acquisition and
communication through office organization and
open channels
Personal Safety, safe to be honest, confidence
to court criticism
Stay focused, clear tasks, priorities on work,
limit the workload
Access to expert users, fast, quality feedback
The usual agile stuff: automated testing, CM,
continuous integration

Lean Development (LD)
http://www.itabhi.com/ld.htm
http://www.itabhi.com/ld.htm

LD
Developed by Robert Charette based on lean
manufacturing - proprietary
Risk entrepreneurship turn risk into opportunity
Phases:
Startup
Planning, business cases, feasibility studies
steady state
Series of short spirals
transition-renewal
Doc developed and delivered
More business strategies and project management
approach
Involves everyone, not just developers
Focused on accessing and achieving business value
LD is strategic, business-down approach whereas most
agile approaches are tactical, program team-oriented in
nature.
LD Principles
Satisfying the customer is the highest priority of the
organization
Always provide the best value for money
Success depends on active customer participation
Every lean development is a team effort
Everything is changeable
Domain, not point solutions
Complete, dont construct
Minimalism is essential
Needs determine technology
Product growth is feature growth, not size growth
Never push lean development beyond its limits

Adaptive Software Development
http://www.adaptivesd.com
http://www.adaptivesd.com

ASD
Developed by Jim Highsmith and Sam Bayer
based on rapid application development (RAD)
Emphasizes continuous adaptation of the
process
Speculate, Collaborate, and learn cycles
Continuous learning and adaptation as project
emerges
Mission focused, feature based, iterative,
timeboxed, risk driven, and change tolerant
Non prescriptive in nature not much on how
to do things, more of opportunities to take to
meet the goal

Dynamic Systems Development Method (DSDM)
http://www.dsdm.org
http://www.dsdm.org

DSDM
Developed by DSDM consortium
Mostly European
Five phases: feasibility, business study,
functional model iteration, design and build
iteration, implementation
Strong emphasis for project management
activities
10 project roles (a person may play more than
one role)
Plans evolve based on increments
Timeboxing means for planning, monitoring,
controlling
Prioritized using MoSCow
Must have, Should have, Could have, Want
Designed for small teams, but scales up
Feature Driven Development (FDD)
http://www.nebulon.com/fdd
http://www.nebulon.com/fdd

FDD
Jeff DeLuca and Peter Coad
Simple process, modeling, short iteration cycle
Good people for domain knowledge, design,
and development
Expects requirements to be well captured and
understood
Expects classes to be assigned to individuals
Emphases on getting the architecture right
Suitable for stable systems with predictable
evolution

Quick Comparison
Ceremony and Iteration
Competency Level Expectations
Emphasis

Ceremony and Iteration
Fewer More
documents/steps documents/steps
Scrum
UP
XP
Evo
Craig Larmans: Agile & Iterative Development A Managers Guide

Competency Level Expectations
Cockburn Levels: following (level1), detaching (level2), fluent (level3)
The Dreyfus Model of Skills Acquisition (level 1 to 5) [Herding racehorses
and racing sheepDave Thomas]
UP XP Scrum
LD ASD
FDD
Highly
Competent

XP Scrum Evo UP Crystal
Iteration 2/3weeks 30days 5days Short Short
CustomerParticipation Strong Strong Strong Reco Strong
TDD Strong Strong Reco
BusinessProcess Medium Medium High Med/High
TeamSize Small Small Med/large Varies
Ceremonial Low Flexible Med/high High Varies
Feature PairProg, Scrum Customer Varies
Collective meeting, driven, basedon
ownership, Timeboxing, frequent criticality,
strong Backlog, delivery, highfocus,
Emphasis
customer Selfdirected short domain
participation, team,open iteration, expert
constant communi- oneofthe presence
refactoring, cation first
40hours
workweek
Agile Methodologies
Whats Agility?
Why Agility?
Conclusion

References
1. "Software Project Management Practices: Failure Versus Success," Capers Jones
(http://www.stsc.hill.af.mil/crosstalk/2004/10/0410Jones.html)
2. "Agile Software Development," Alister Cockburn, Addison-Wesley.
3. "Agile and Iterative Development: A Manager's Guide," Craig Larman, Addison-Wesley.
4. "Iterative and Incremental Development: A Brief History," Craig Larman, IEEE Computer,
June 2003.
5. "Planning Extreme Programming," Kent Beck, Martin Fowler, Addison-Wesley.
6. "Agile Software Development, Principles, Patterns, and Practices," by Robert C. Martin,
Prentice Hall.
7. "Agile Software Development with SCRUM," Ken Schwaber, Mike Beedle, Prentice Hall.
8. "Information Radiator," http://c2.com/cgi-bin/wiki?InformationRadiator.
9. "Test Driven Development: By Example," Kent Beck, Addison-Wesley.
10. "Pragmatic Unit Testing in Java with JUnit," Andy Hunt, Dave Thomas, Pragmatic
Programmers.
11. "Refactoring: Improving the Design of Existing Code," Martin Fowler,
Kent Beck, John Brant, William Opdyke, Don Roberts, Addison-Wesley.
12. "Continuous Integration," Martin Fowler, Matthew Foemmel,
http://www.martinfowler.com/articles/continuousIntegration.html.
13. "Pragmatic Project Automation: How to Build, Deploy, and Monitor Java Apps," Mike
Clark, Pragmatic Programmers.
14. "Continuous Integration Server Feature Matrix,"
http://docs.codehaus.org/display/DAMAGECONTROL/Continuous+Integration+Server+Fea
ture+Matrix.
15. "The Pragmatic Programmer: From Journeyman to Master," Andrew Hunt, David Thomas,
Addison-Wesley.
16. Some interesting articles to read - http://tinyurl.com/drnor

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What are some methodologies discussed for promoting agility?

What are some methodologies discussed for promoting agility?

What are some examples given of how other fields have evolved over time?

What are some examples given of how other fields have evolved over time?

Agile Methodologies

Venkat Subramaniam ([email protected]) Agile Methodologies - 1

Venkat Subramaniam ([email protected]) Agile Methodologies - 2

Venkat Subramaniam ([email protected]) Agile Methodologies - 3

Venkat Subramaniam ([email protected]) Agile Methodologies - 4

Venkat Subramaniam ([email protected]) Agile Methodologies - 5

Engineers use well established metrics to

Venkat Subramaniam ([email protected]) Agile Methodologies - 7

Machines are getting faster or more

Are we getting better in delivering

Venkat Subramaniam ([email protected]) Agile Methodologies - 9

Less than 10% of software projects

Why is it so hard to get this right?

We have tried that, but we know it does

Lets take a look at this picture from Stephen

Venkat Subramaniam ([email protected]) Agile Methodologies - 13

Venkat Subramaniam ([email protected]) Agile Methodologies - 15

We hold deadlines too dearly

But what generally happens on projects

Venkat Subramaniam ([email protected]) Agile Methodologies - 17

Reality often ignored in project planning

Venkat Subramaniam ([email protected]) Agile Methodologies - 18

Venkat Subramaniam ([email protected]) Agile Methodologies - 20

Venkat Subramaniam ([email protected]) http://agilemanifesto.org Agile Methodologies - 21

Venkat Subramaniam ([email protected]) Agile Methodologies - 22

Venkat Subramaniam ([email protected]) Agile Methodologies - 23

Its what you dowhatever that isto

Series of related methods to coordinate

How work is done

Venkat Subramaniam ([email protected]) Agile Methodologies - 24

Helps us understand responsibilities and

Helps measure progress and show

Serves as a framework to learn from

Venkat Subramaniam ([email protected]) Agile Methodologies - 25

Venkat Subramaniam ([email protected]) Agile Methodologies - 26

Venkat Subramaniam ([email protected]) Agile Methodologies - 28

Venkat Subramaniam ([email protected]) Agile Methodologies - 35

Venkat Subramaniam ([email protected]) Agile Methodologies - 36

Venkat Subramaniam ([email protected]) Agile Methodologies - 39

Venkat Subramaniam ([email protected]) Agile Methodologies - 40

Venkat Subramaniam ([email protected]) Agile Methodologies - 41

Venkat Subramaniam ([email protected]) Agile Methodologies - 43

Venkat Subramaniam ([email protected]) Agile Methodologies - 45

Venkat Subramaniam ([email protected]) Agile Methodologies - 46

Venkat Subramaniam ([email protected]) Agile Methodologies - 47

Venkat Subramaniam ([email protected]) Agile Methodologies - 48

Venkat Subramaniam ([email protected]) Agile Methodologies - 50

Venkat Subramaniam ([email protected]) Agile Methodologies - 51

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Venkat Subramaniam ([email protected]) Agile Methodologies - 55

Venkat Subramaniam ([email protected]) Agile Methodologies - 56

Ceremony and Iteration

Competency Level Expectations

Venkat Subramaniam ([email protected]) Agile Methodologies - 57