Agility And The Way To SOA

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SOA India 2008 - How do agility and SOA play together

SOA India 2008 - How do agility and SOA play together

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  • Tideland is the name of the ecosystem at the coast 50 km north of Oldenburg. Here the tide is high and the coast line is shallow. So about each 12 hours large parts of the coast get flooded. As a result this area is changing constantly, matching to my motto - embrace change.

  • Meeting in Utah in February 2001.

    Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern, Brian Marick, Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland, Dave Thomas.





  • Agile processes harness change for the customer's competitive advantage.
  • Timeboxes of 1, 2, 4, 6 weeks, preference for shorter timescale.


  • Daily Scrum meetings are 15 minute stand-ups where everyone tells what he has done, what he will do, and what has hindered him.

  • Middelgrunden Offshore Wind Farm, Denmark




  • Product backlog based on user stories, sprint backlog contains the highest prioritized features, sprint is a fixed timebox for undisturbed development, the daily scrum enables easy communication and the result is a deliverable product.


  • Synchronized timeboxes, each team sends a delegate to the higher leveled team meeting.









Transcript

  • 1. Agility And The Way To SOA Frank Mueller / Oldenburg / Germany
  • 2. Introduction • 43 years, married, two daughters • IT since more than 20 years • Main job as team manager at BTC • Since 1999 side job as IT journalist and consultant • Interestedarchitectures software in agile processes and large
  • 3. What is Tideland? Tideland is the name of the ecosystem at the coast 50 km north of Oldenburg. Here the tide is high and the coast line is shallow. So about each 12 hours large parts of the coast get flooded. As a result this area is changing constantly, matching to my motto - embrace change.
  • 4. 100% 31% 40% 28% 23% 15% 18% 19% 51% 53% 46% 75% 49% 46% 53% 33% 50% 34% 35% 25% 27% 26% 28% 29% 16% 0% 1994 1996 1998 2000 2002 2004 2006 Successful Challenged Failed CHAOS Report 2006, Standish Group
  • 5. Individual and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan Agile Manifesto
  • 6. Agility is no synonym for chaos
  • 7. Agile processes are well organized processes
  • 8. Agile Processes • eXtreme Programming (XP) • Scrum • Crystal Methodologies • Test-Driven Development • Feature-Driven Development
  • 9. Agile Principles
  • 10. Satisfy the customer through early and continuous delivery of valuable software
  • 11. Welcome changing requirements, even late in development
  • 12. Deliver working software frequently
  • 13. Business people and developers must work together daily throughout the project
  • 14. Build projects around motivated individuals
  • 15. Face-to-face conversation is the most efficient and effective method of conveying information
  • 16. Working software is the primary measure of progress
  • 17. Agile processes promote sustainable development
  • 18. Continuous attention to technical excellence and good design enhances agility
  • 19. Simplicity — the art of maximizing the amount of work not done — is essential
  • 20. The best architectures, requirements, and designs emerge from self-organizing teams
  • 21. At regular intervals, the team reflects on how to become more effective
  • 22. Product Owner Team Daily Scrum Master Scrum Product Sprint Deliverable Sprint Backlog Backlog Product Iterative development using the example of Scrum
  • 23. There are worries that agile processes only work for small teams
  • 24. But it scales
  • 25. Hierarchy of agile processes
  • 26. Technology Features Business Team building criteria
  • 27. SOA and Agility — how do they match?
  • 28. Unclear and changing requirements • Services have multiple clients and longer operating times • Modern business requires flexibility • Changing requirements are normal • Agile processes provide short response times and adaptability
  • 29. High customer satisfaction • Services are used by multiple internal and external clients • Their usage depends on pleased customers • Agile processes focus on customer satisfaction
  • 30. Sustainable Solutions • SOA environments operate over years • Development of SOAs have no defined end • Teams have to work constantly • Agile processes lead to sustainable development and steady improvement
  • 31. Technical excellence • Business processes depend on stable and reliable services • Failures affect many clients • Agile processes promote technical excellent solutions
  • 32. Finally ...
  • 33. SOA Promises Agility For The Enterprise So Be Agile When Establish A SOA