Agile A6

1
TOPIC: AGILE METHODOLOGY

NAME : DIGVIJAY JADHAV
ROLL NO : 09
CLASS : TE COMPUTER.
PRN : 72159760C
Audit Course 6
2 TOPICS COVERED
Agile methods
Plan-driven and agile development
Extreme programming
Agile project management
Scaling agile methods
RAPID SOFTWARE DEVELOPMENT
3
 Why?
 Need to react to changes more quickly than 2 year long waterfall projects
 2 years and then you got the design wrong anyway! Small deliveries aren't
abstract
 How?
 Goal - Deliver working software quickly
• Compromise - less functionality in a delivery, not lower quality
• Less documentation
 Focus on the code rather than the design
 Interleave
• Specification, design and implementation are inter-leaved
 Deliver small versions and get user (stakeholder) input
Ouch!
s
es
en
siv
on
sp
Re e
od
C
tle it
Br
ty
ali
Copyright © 2010 AgileInnovation

Qu
Your Favorite!
Transparency
PAINPOINTS
im es
Cy cle T
Long
ty
plexi
Com
ity
uctiv
Prod
5 AGILE MANIFESTO
Our values:
 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.
6 PLAN-DRIVEN AND AGILE
separate
SPECIFICATION
Iteration within stage
development Not
stages with necessarily
the outputs to waterfall
be produced model – plan-
at each of driven,
these stages incremental
planned in development
advance. is possible
User's full
agreement at
end, not before
code
Iteration of stage
8 PROBLEMS WITH AGILE
METHODS
 It can be difficult to keep the interest of customers / users who are involved in
the process.
 Team members may be unsuited to the intense involvement that characterizes
agile methods.
 Prioritizing changes can be difficult where there are multiple stakeholders.
 Maintaining simplicity requires extra work.
 Contracts may be a problem as with other approaches to iterative development.
 Because of their focus on small, tightly-integrated teams, there are problems in

scaling agile methods to large systems.
 Less emphasis on documentation - harder to maintain when you get a new team
for maintenance
9 BALANCE PLAN DRIVEN AND
•
AGILE
Not great for Agile:
• What type of system is being developed?
• Plan-driven approaches may be required for systems that require a lot of analysis before implementation (e.g. real-
time system with complex timing requirements).
• What is the expected system lifetime?
• Long-lifetime systems may require more design documentation to communicate the original intentions of the system
developers to the support team.
• What technologies are available to support system development?
• Agile methods rely on good tools to keep track of an evolving design
• How is the development team organized?
• Many teams; Outsourcing ---> need design documents to control borders
 Culture or contract needs detailed specification
 Is rapid feedback from users realistic?
 Large scale, not co-located may require more formal communication methods
 Need high level programming skills - refactoring, work with little spec
 Outside regulation documentation requirements
10 EXTREME PROGRAMMING
 A popular form of Agile

 Extreme Programming (XP) takes an ‘extreme’ approach to iterative
development.
 New versions may be built several times per day;
 Increments are delivered to customers every 2 weeks;
 All tests must be run for every build and the build is only accepted if tests run
successfully.
 Customer involvement means full-time customer engagement with the team. -

Specifications through user stories broken into tasks
 People not process : pair programming, collective ownership and a process

that avoids long working hours.
 Regular system releases. - release set of user stories
 Maintaining simplicity through constant refactoring of code.

11 THE EXTREME PROGRAMMING
RELEASE CYCLE
THE PARTS AND THE WHOLE
• Iteration
Plan
• Daily Stand-
Up
Set
Adapt Controller
Target
• Clean Design & Code &

Refactor Inspect
• User Stories - Late
Elaboration
• Shared Code Ownership • Pair Programming
• Test Driven • Customer Reviews
Development….. & Feedback
• Retrospectives
Sustainable pace • AutoTest…..
Collective Ownership with users
Minimal documentation for sprint
THE LIFE OF AN ITERATION

TRANSPARENCY
“Tell me how you will measure

me and I’ll tell you how I’ll
behave”

15 A ‘PRESCRIBING MEDICATION’
STORY
16 EXAMPLES OF TASK CARDS FOR
PRESCRIBING MEDICATION
18 REFACTORING
 Programming team look for possible software improvements and make

these improvements even where there is no immediate need for them.
 This improves the understandability of the software and so reduces the
need for documentation.
 Changes are easier to make because the code is well-structured and
clear.
 However, some changes requires architecture refactoring and this is
much more expensive.
 RISK:
 Changes the user does not test
 Changes to working software break it
19 EXAMPLES OF REFACTORING
Re-organization of a class hierarchy to remove

duplicate code.
Tidying up and renaming attributes and methods to
make them easier to understand.
The replacement of inline code with calls to methods
that have been included in a program library.
20 TEST CASE DESCRIPTION FOR
DOSE CHECKING
21 TEST AUTOMATION
Automate tests (junit)

Run upon checkin
Difficulties:
 Time constraints
 Programmer preferences to not test
 Test coverage
22 PAIR PROGRAMMING
In XP, programmers work in pairs, sitting together to

develop code.
Common ownership
Knowledge spread
Informal review
Refactoring
Similar output to two people coding
23 SCRUM
Project Manager's job: - Deliver needed system on time

within budget
The Scrum approach - manage the iterations
There are three phases in Scrum.
 outline planning phase - general picture and architecture
 Sprint cycles releasing increments of the system.
 The project closure phase - final delivery, documentation and
review of lessons learned.
24 THE SCRUM PROCESS
25 THE SPRINT CYCLE
 Every 2–4 weeks (a fixed length).

 1) Project team with customer: Look at product backlog - select
stories to implement
 2) implement with all customer communication through scrum
master (protecting pgmr at this point)
 Scrum master has project manager role during sprint
 Daily 15 min meetings
 Stand up often
 Team presents progress and impediments
 Scrum master tasked with removing impediments
 3) Review system release with user

26 SCRUM BENEFITS
 The product is broken down into a set of manageable and

understandable chunks.
 Unstable requirements do not hold up progress.
 The whole team have visibility of everything and consequently
team communication is improved.
 Customers see on-time delivery of increments and gain feedback
on how the product works.
 Trust between customers and developers is established and a
positive culture is created in which everyone expects the project
to succeed.
27 SUMMARY
 Plan Driven (Ex: Waterfall) vs Incremental (Ex: Agile )

 Structure and benefits and downfalls
 XP - an implementation of Agile - Power to the Programmer

 User story requirements
 Test driven design with continual retest and integration
 Pair Programming
 Refactoring encouraged
 Scrum - project management of Agile using sprints

 Iterations of full team contact / Scrum master protection of
programmers / full team release review

Agile A6

Uploaded by

Copyright:

Available Formats

Agile A6

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Agile A6

Uploaded by

Copyright:

Available Formats

1

TOPIC: AGILE METHODOLOGY

Copyright © 2010 AgileInnovation

That is, while there is value in the items on the right,

 Maintaining simplicity requires extra work.

 Contracts may be a problem as with other approaches to iterative development.

 Because of their focus on small, tightly-integrated teams, there are problems in

 A popular form of Agile

 Customer involvement means full-time customer engagement with the team. -

 People not process : pair programming, collective ownership and a process

 Maintaining simplicity through constant refactoring of code.

• Clean Design & Code &

Copyright © 2010 AgileInnovation

“Tell me how you will measure

Copyright © 2010 AgileInnovation

 Programming team look for possible software improvements and make

Re-organization of a class hierarchy to remove

Automate tests (junit)

In XP, programmers work in pairs, sitting together to

Project Manager's job: - Deliver needed system on time

 Every 2–4 weeks (a fixed length).

 3) Review system release with user

 The product is broken down into a set of manageable and

 Plan Driven (Ex: Waterfall) vs Incremental (Ex: Agile )

 XP - an implementation of Agile - Power to the Programmer

 Scrum - project management of Agile using sprints

You might also like