Agile Software Development


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Agile Software Development

  1. 1. Introduction to Agile Software Management Presented by Jim Murray Based on work done by Dottie Acton of LM Mission Systems 301-897-6458 [email_address]
  2. 2. Topics <ul><li>Introduction </li></ul><ul><li>Terminology </li></ul><ul><li>The Agile Manifesto </li></ul><ul><li>Some Agile Methodologies </li></ul><ul><li>Summary </li></ul><ul><li>References </li></ul>
  3. 3. Terminology <ul><li>Agility </li></ul><ul><ul><li>The ability to both create and respond to change in order to profit in a turbulent business environment </li></ul></ul><ul><ul><ul><li>Companies need to determine the amount of agility they need to be competitive </li></ul></ul></ul><ul><li>Chaordic </li></ul><ul><ul><li>Exhibiting properties of both cha os and ord er </li></ul></ul><ul><ul><ul><li>The blend of chaos and order inherent in the external environment and in people themselves, argues against the prevailing wisdom about predictability and planning </li></ul></ul></ul><ul><ul><ul><ul><li>Things get done because people adapt, not because they slavishly follow processes </li></ul></ul></ul></ul><ul><ul><li>An agile view is a chaordic view </li></ul></ul><ul><ul><ul><li>“ Balanced between chaos and order, perched on the precipice at the edge of chaos.” </li></ul></ul></ul><ul><ul><ul><li>Some people are not comfortable in this environment; others thrive on it </li></ul></ul></ul>
  4. 4. Program Management Evolution <ul><li>Program management is an evolving science </li></ul>Continuing to seek efficient methods to address new development methods
  5. 5. Current Problem in PM & SW development <ul><li>31.1% of projects will be canceled before they ever get completed … 52.7% of projects will cost 189% of their original estimates . – The Standish Group </li></ul><ul><li>Plus project complexity is increasing </li></ul><ul><ul><li>Demand for quicker delivery of useful systems </li></ul></ul><ul><ul><li>Increasingly vague, volatile requirements </li></ul></ul><ul><ul><li>Greater uncertainty/risk from limited knowledge of: </li></ul></ul><ul><ul><ul><li>Underlying technologies </li></ul></ul></ul><ul><ul><ul><li>Off-the-shelf (OTS) components used </li></ul></ul></ul>Are conventional development/management practices addressing the problem?
  6. 6. What is the core challenge? <ul><li>What is the nature of system/software development? </li></ul><ul><li>Well-understood, static problems, demanding definable, predictable process, like </li></ul><ul><ul><li>Manufacturing a widget </li></ul></ul><ul><ul><li>Constructing a building </li></ul></ul><ul><ul><li>Shooting zeppelins with cannons* </li></ul></ul><ul><li>OR </li></ul><ul><li>Exploration of many evolving unknowns, demanding a fluid, social learning process, like </li></ul><ul><ul><li>Mountain climbing </li></ul></ul><ul><ul><li>Jazz jam session </li></ul></ul><ul><ul><li>Tracking jet fighters with self-guiding missiles* </li></ul></ul>* Phillip Armour. “Zeppelins and Jet Planes: A Metaphor for Modern Software Projects” Communications of the ACM, October 2001. Team = Product Process = Product — McCarthy
  7. 7. Agile Manifesto <ul><li>Developed by 17 of the leaders in agile methodologies in Feb 2001. </li></ul><ul><ul><li>“We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value </li></ul></ul><ul><ul><ul><li>Individuals and interactions over processes and tools </li></ul></ul></ul><ul><ul><ul><li>Working software over comprehensive documentation </li></ul></ul></ul><ul><ul><ul><li>Customer collaboration over contract negotiation </li></ul></ul></ul><ul><ul><ul><li>Responding to change over following a plan </li></ul></ul></ul><ul><ul><li>That is, while there is value on the items on the right, we value the items on the left more.” </li></ul></ul>
  8. 8. Supporting Agile “Sentences” <ul><li>Our highest priority is to satisfy the customer through early and frequent delivery of valuable software. </li></ul><ul><li>Deliver working software frequently, from a couple of weeks to a couple of months, with a preference for the shorter time scale. </li></ul><ul><li>Working software/product is the primary measure of progress. </li></ul><ul><li>Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage. </li></ul><ul><li>Business people and developers work together daily throughout the project. </li></ul><ul><li>Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. </li></ul>
  9. 9. Questions for Reflection <ul><li>The first step in looking at any Agile method is to ask the following questions: </li></ul><ul><ul><li>How close are your customer’s views and values to the views and values expressed in the Agile Manifesto? </li></ul></ul><ul><ul><li>How close are your program’s views and values to the views and values expressed in the Agile Manifesto? </li></ul></ul><ul><ul><li>How close are your organization’s views and values to the views and values expressed in the Agile Manifesto? </li></ul></ul><ul><ul><li>How close are your personal views and values to the views and values of the Agile Manifesto? </li></ul></ul>Adopting Agile Methods where they do not fit with the value system will not be successful.
  10. 10. When to Apply Agile Methodologies <ul><li>Problems characterized by change, speed, and turbulence are best solved by agility. </li></ul><ul><ul><li>Accelerated time schedule combined with significant risk and uncertainty that generate constant change during the project. </li></ul></ul><ul><li>Is your project more like drilling for oil or like managing a production line? </li></ul><ul><ul><li>Oil exploration projects need Agile processes. </li></ul></ul><ul><ul><li>Production-line projects are often well-served by rigorous methodologies. </li></ul></ul>“ On projects with more than 250 people, methodology will have almost no impact on success or failure – politics will dominate.” Jim Highsmith
  11. 11. Some Agile Methodologies <ul><li>Extreme Programming (XP) </li></ul><ul><li>Scrum </li></ul><ul><li>Feature-Driven Development (FDD) </li></ul><ul><li>Adaptive Software Process </li></ul><ul><li>Crystal Light Methodologies </li></ul><ul><li>Dynamic Systems Development Method (DSDM) </li></ul><ul><li>Lean Development </li></ul>
  12. 12. Summary of Agile Characteristics <ul><li>Adaptability rather than predictability </li></ul><ul><li>People rather than development process </li></ul><ul><ul><li>Being agile means accepting that outcomes are not predictable and that processes are not repeatable </li></ul></ul><ul><li>Collaborative values and principles </li></ul><ul><li>A barely sufficient methodology </li></ul><ul><ul><li>“the conventions we agree to” </li></ul></ul><ul><ul><li>Processes are described in manuals; practices are what happen in reality </li></ul></ul>
  13. 13. Agile PM issues to facilitate SW development <ul><li>Need a cohesive culture able to support and facilitate a variety of management and development methods </li></ul><ul><li>Management needs a defined Info. Tech. framework </li></ul><ul><ul><li>Management processes </li></ul></ul><ul><ul><li>Management tools/tool suite </li></ul></ul><ul><li>Management needs to be supportive of the development team </li></ul><ul><ul><li>Interfaces to other functions offloaded </li></ul></ul><ul><ul><li>Training occurs up front and in-depth </li></ul></ul><ul><ul><li>Experienced core of the team </li></ul></ul><ul><ul><li>Variety of communication and collaboration tools (available for use) </li></ul></ul>
  14. 14. Agile Program Management Issues <ul><li>Promote teambuilding and trust, keep politics out of the effort </li></ul><ul><li>Set an open tone with the customer(s) organizations </li></ul><ul><li>Interpret and translate risks for overall program integration and a common view. </li></ul><ul><li>Have a robust, flexible, and adaptable configuration and data management system </li></ul><ul><li>Integrated Product Teams to some extent </li></ul><ul><ul><li>(need immediate value) </li></ul></ul>
  15. 15. <ul><li>Extraordinarily robust test program through out the development process </li></ul><ul><li>Anticipate the development and test needs developing test data and cases in advance </li></ul>Agile Program Management Issues Cont’d Involves Testing For: Pre-Conditions Post-Conditions Class Invariants
  16. 16. Agile Program Management Issues <ul><li>Storyboard the development and assign story actors to live the role </li></ul><ul><li>Use automated tools for organizational and summary tasks </li></ul>
  17. 17. Develop a Componentized Architecture <ul><li>Principles </li></ul><ul><ul><li>We do the simplest thing that could possibly work making future changes or additions easier </li></ul></ul><ul><ul><li>The right design at the right time, no more </li></ul></ul><ul><ul><ul><li>up-front high-level system architecture </li></ul></ul></ul><ul><ul><ul><li>up-front high-level component architecture </li></ul></ul></ul><ul><ul><ul><li>up-front high-level data model </li></ul></ul></ul><ul><ul><ul><li>details are determined when the time comes for functionality to be built </li></ul></ul></ul><ul><li>Benefits </li></ul><ul><ul><li>Less is faster, cheaper, and leads to “better” </li></ul></ul><ul><ul><li>Flexibility minimizes the cost of change </li></ul></ul>
  18. 18. Product Build Philosophy <ul><li>Principles </li></ul><ul><ul><li>Build the complete product, all the time </li></ul></ul><ul><ul><li>One button builds everything, including </li></ul></ul><ul><ul><ul><ul><li>Product executables </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Installation materials </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Test harness and test components </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Generated documentation </li></ul></ul></ul></ul><ul><ul><li>Build can be accomplished from the command line </li></ul></ul><ul><ul><li>The same build process is used by everyone </li></ul></ul><ul><li>Benefits </li></ul><ul><ul><li>Easy to manage; easy to add new team members </li></ul></ul><ul><ul><li>Integrates well with testing environment </li></ul></ul>
  19. 19. Testing <ul><li>Principles </li></ul><ul><ul><li>All code must have tests, with the test created first </li></ul></ul><ul><ul><li>Unit tests are executed daily during the automated build </li></ul></ul><ul><ul><li>When a bug is found, new tests are created </li></ul></ul><ul><ul><li>All unit tests must pass before code can be released </li></ul></ul><ul><li>Benefits </li></ul><ul><ul><li>Provides constant visibility into areas of the system at risk </li></ul></ul><ul><ul><li>The result is rapid progress and a system that always works better than it did the day before </li></ul></ul>
  20. 20. Testing Meeting Configuration Management <ul><li>Test code maintained alongside project code </li></ul><ul><li>Tests can be run from the command line </li></ul><ul><li>Coverage statistics tell you how thorough the testing is </li></ul>
  21. 21. References <ul><li>Agile Software Development Ecosystems, Jim Highsmith </li></ul><ul><li>Agile Software Development, Alistair Cockburn </li></ul><ul><li>Agile Modeling: Effective Practices for Extreme Programming and the Unified Process, Scott Ambler </li></ul><ul><li>Agile Development, Rich McCabe, May 2003 </li></ul><ul><li>Agile Software Development with Scrum, Ken Schwaber and Mike Beedle </li></ul><ul><li>Extreme Programming Explained: Embrace Change, Kent Beck </li></ul><ul><li>Refactoring: Improving the Design of Existing Code, Martin Fowler </li></ul><ul><li>Adaptive Software Development, A Collaborative Approach to Managing Complex Systems, Jim Highsmith </li></ul><ul><li>A Practical Guide to Feature-Driven Development, Stephen Palmer and John Felsing </li></ul><ul><li>Foundations of Lean Development: The Lean Development Manager’s Guide, Vol 2, Robert Charette </li></ul><ul><li>Agile Software Development, Dottie Acton, Lockheed Martin Mission Systems Oct, 2002 (Unpublished </li></ul>
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