DO MORE w w w . r i s e . c o m . b r

An Overview about Agile Methods Advisor: Silvio Romero de Lemos Meira Co-Advisor: Eduardo Santana de Almeida Speaker: Ivonei Freitas da Silva 07/25/09

Summary Introduction (History) Agile Agile Methods – overview Problem, Suggestion, Researches References 07/25/09

Introduction (History)

Agile

Agile Methods – overview

Problem, Suggestion, Researches

References

Introduction (History) Agile, Iterative and Incremental Development (IID) 1930s (Larman & Basili, 2003) Walter Shewhart, short cycles for quality improvement Plan-do-study-act (PDSA) 1940s (Larman & Basili, 2003) W. Edwards Deming, began promoting PDSA 1950s (Larman & Basili, 2003) X-15 hypersonic jet, IDD was considered a major contribution to the X-15’s success

Agile, Iterative and Incremental Development (IID)

1930s (Larman & Basili, 2003)

Walter Shewhart, short cycles for quality improvement

Plan-do-study-act (PDSA)

1940s (Larman & Basili, 2003)

W. Edwards Deming, began promoting PDSA

1950s (Larman & Basili, 2003)

X-15 hypersonic jet, IDD was considered a major contribution to the X-15’s success

Introduction (History) 1960s (Larman & Basili, 2003) X-15 seeded NASA and IBM Federal Systems Division Project Mercury Project Mercury, applied test-first development, planning and writing tests before each micro-increment 1970s (Larman & Basili, 2003) Winston Royce (Managing the Development of Large Software Systems) 30-month project might have a 10-month pilot model He was ALWAYS a proponent of iterative, incremental, evolutionary development within the context of the 60s/70s

1960s (Larman & Basili, 2003)

X-15 seeded NASA and IBM Federal Systems Division Project Mercury

Project Mercury, applied test-first development, planning and writing tests before each micro-increment

1970s (Larman & Basili, 2003)

Winston Royce (Managing the Development of Large Software Systems)

30-month project might have a 10-month pilot model

He was ALWAYS a proponent of iterative, incremental, evolutionary development within the context of the 60s/70s

Discussing pre-launch (simulated) training.... http://www.chessin.com/paul/pmerc.html

Introduction (History) 1970s (Larman & Basili, 2003) IBM: Trident submarine, 1 million lines of code, “ integration engineering ”, awarded an IBM Outstanding Contribution Award for the work TRW: Winston Royce, Barry Boehm (chief scientist) Vic Basili and Joe Turner, paper about IDD Tom Gilb published (Software Metrics), introduced the terms “ evolution ” and “ evolutionary ” to the process

1970s (Larman & Basili, 2003)

IBM: Trident submarine, 1 million lines of code, “ integration engineering ”, awarded an IBM Outstanding Contribution Award for the work

TRW: Winston Royce, Barry Boehm (chief scientist)

Vic Basili and Joe Turner, paper about IDD

Tom Gilb published (Software Metrics), introduced the terms “ evolution ” and “ evolutionary ” to the process

Introduction (History) 1980s (evolutionary prototyping) (Larman & Basili, 2003) Weinberg, (Adaptive Programming: The New Religion) Grady Booch, (Software Engineering with Ada) Tom Gilb, (Evolutionary Delivery versus the Waterfall Model), frequent delivery Bary Boehm, (A Spiral Model of Software Development and Enhancement) Frederick Brooks, (No Silver Bullet)

1980s (evolutionary prototyping) (Larman & Basili, 2003)

Weinberg, (Adaptive Programming: The New Religion)

Grady Booch, (Software Engineering with Ada)

Tom Gilb, (Evolutionary Delivery versus the Waterfall Model), frequent delivery

Bary Boehm, (A Spiral Model of Software Development and Enhancement)

Frederick Brooks, (No Silver Bullet)

Introduction (History) 1980s (Larman & Basili, 2003) David Parnas and Paul Clements (A Rational Design Process: How and Why to Fake It) DoD was experiencing significant failure based on waterfall model (75% failed) Dod changed to allow IID (1987/1988), DoD-Std 2167A Tom Gilb, (Principles of Software Engineering Management), chapters dedicated to IID

1980s (Larman & Basili, 2003)

David Parnas and Paul Clements (A Rational Design Process: How and Why to Fake It)

DoD was experiencing significant failure based on waterfall model (75% failed)

Dod changed to allow IID (1987/1988), DoD-Std 2167A

Tom Gilb, (Principles of Software Engineering Management), chapters dedicated to IID

Introduction (History) 1990s (stronger evolutionary) (Larman & Basili, 2003) Success in Canadian Automated Air Traffic Control System (CAATS) DoD Mil-Std-498 replaced 2167A Jeff Sutherland and Ken Schwaber, employed time-boxed 30-day iterations Inspiration from Japanese IID approach (1980), shashimi ( slices or iterations ); and version of Scrum in 1986 1999 article described refinements to Scrum Methods Dynamic Systems Development Method (DSDM); Rational Unified Process, XP practices, Feature-Driven Development (FDD)

1990s (stronger evolutionary) (Larman & Basili, 2003)

Success in Canadian Automated Air Traffic Control System (CAATS)

DoD Mil-Std-498 replaced 2167A

Jeff Sutherland and Ken Schwaber, employed time-boxed 30-day iterations

Inspiration from Japanese IID approach (1980), shashimi ( slices or iterations ); and version of Scrum in 1986

1999 article described refinements to Scrum

Methods

Dynamic Systems Development Method (DSDM); Rational Unified Process, XP practices, Feature-Driven Development (FDD)

Introduction (History) Standish Group CHAOS reported, 1998, to adopt IID 2000s (Larman & Basili, 2003) Agile DoD replaced Mil-Srd-498 to DoD-5000.2 Meeting, Utah, 2001, promoting IID Agile Alliance Agile methods 2000s to the present Lean, Evo, Crystal family, Open Rup, MSF XP2, …

Standish Group CHAOS reported, 1998, to adopt IID

2000s (Larman & Basili, 2003)

Agile

DoD replaced Mil-Srd-498 to DoD-5000.2

Meeting, Utah, 2001, promoting IID

Agile Alliance

Agile methods

2000s to the present

Lean, Evo, Crystal family, Open Rup, MSF XP2, …

Agile - Fundamentals Definition Ability to adapt quickly and flexiblity to changes in process, product and environment (Aoyama, 1998) Characterization Adaptability, incrementally, iteratively, collaboratively, cooperation, orientation to people, leanness, restriction of time (Miller, 2001) (Abrantes & Travassos, 2007) Knowledge is Tacit, Comunication is Informal, Customer’s Role is Critical, Control is People Centric, Desired Organizational Form/Structure is Organic (flexible and participative encouraging cooperative social action) (Nerur et al., 2005)

Definition

Ability to adapt quickly and flexiblity to changes in process, product and environment (Aoyama, 1998)

Characterization

Adaptability, incrementally, iteratively, collaboratively, cooperation, orientation to people, leanness, restriction of time (Miller, 2001) (Abrantes & Travassos, 2007)

Knowledge is Tacit, Comunication is Informal, Customer’s Role is Critical, Control is People Centric, Desired Organizational Form/Structure is Organic (flexible and participative encouraging cooperative social action) (Nerur et al., 2005)

Agile - Fundamentals Manifesto for Agile Software Development (Agile Manifesto, 2001) Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan

Manifesto for Agile Software Development

(Agile Manifesto, 2001)

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

Agile - Fundamentals Principles behind the Agile Manifesto (Principles Agile Manifesto, 2001) Highest priority is to satisfy the customer through early and continuous delivery of valuable software . Best architectures, requirements, and designs emerge from self-organizing teams Welcome changing requirements Deliver working software frequently , from a couple of weeks to a couple of months, with a preference to the shorter timescale. Build projects around motivated individuals . Most efficient and effective method of conveying information to and within a development team is face-to-face conversation .

Principles behind the Agile Manifesto

(Principles Agile Manifesto, 2001)

Highest priority is to satisfy the customer through early and continuous delivery of valuable software .

Best architectures, requirements, and designs emerge from self-organizing teams

Welcome changing requirements

Deliver working software frequently , from a couple of weeks to a couple of months, with a preference to the shorter timescale.

Build projects around motivated individuals .

Most efficient and effective method of conveying information to and within a development team is face-to-face conversation .

Agile - Fundamentals Principles behind the Agile Manifesto At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly Simplicity- -the art of maximizing the amount of work not done--is essential Agile processes promote sustainable development The sponsors, developers, and users should be able to maintain a constant pace indefinitely Working software is the primary measure of progress Business people and developers must work together daily throughout the project Continuous attention to technical excellence and good design enhances agility

Principles behind the Agile Manifesto

At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly

Simplicity- -the art of maximizing the amount of work not done--is essential

Agile processes promote sustainable development The sponsors, developers, and users should be able to maintain a constant pace indefinitely

Working software is the primary measure of progress

Business people and developers must work together daily throughout the project

Continuous attention to technical excellence and good design enhances agility

Agile – Why? ( http://www.standishgroup.com/ )

Agile – Why? ( http://www.standishgroup.com/ ) 51% 34% 15% Com problemas sucesso falham

Agile – Why? (Beck & Fowler, 2001) Software development isn’t previsible Software development needs constantly making little corrections

Agile – Why?

Agile - Culture (O’Reilly et al, 1991) (Tolfo & Wazlawick, 2008) Characteristics Innovation and Risk Detail Orientation Outcome Orientation Team Orientation Aggressiveness Stability People Orientation

(O’Reilly et al, 1991) (Tolfo & Wazlawick, 2008)

Characteristics

Innovation and Risk

Detail Orientation

Outcome Orientation

Team Orientation

Aggressiveness

Stability

People Orientation

Agile - Culture Innovation and Risk Agile requires observing developer’s disposition to innovate and shoulder risks Detail Orientation Agile requires code been simple, test , understand the customer, continuous integrations, … Outcome Orientation Agile requires balance among profitability, minimization of costs, and other values, such as concern with employees’ work conditions and software quality

Innovation and Risk

Agile requires observing developer’s disposition to innovate and shoulder risks

Detail Orientation

Agile requires code been simple, test , understand the customer, continuous integrations, …

Outcome Orientation

Agile requires balance among profitability, minimization of costs, and other values, such as concern with employees’ work conditions and software quality

Agile - Culture Team Orientation In Agile teamwork is extremely valued, and it becomes feasible through communication, feedback, common vocabulary and preference for more direct forms of communication Aggressiveness In Agile by means of collaboration, developers may teach and guide inexperienced colleagues Stability Agile is a considerable change for any company People Orientation In Agile the way software is developed depends essentially on people

Team Orientation

In Agile teamwork is extremely valued, and it becomes feasible through communication, feedback, common vocabulary and preference for more direct forms of communication

Aggressiveness

In Agile by means of collaboration, developers may teach and guide inexperienced colleagues

Stability

Agile is a considerable change for any company

People Orientation

In Agile the way software is developed depends essentially on people

The Satir Model (Satir, 1991) (Smith, 2009)

Agile – Framework 4-DAT (4-dimensional analytical tool) Framework that assesses degrees of agility Selection or adoption of an agile method or agile method fragments 4-DAT Dimensions Method scope (size, environment, culture,…) Agility characterization (flexibility, speed, leanness, …) Characterization of agile values (manifesto values, keeping the process agile, keeping the process cost effective) Software process characterization (development process, project management process, process management process, …) (Qumer & Henderson-Sellers, 2008)

4-DAT (4-dimensional analytical tool)

Framework that assesses degrees of agility

Selection or adoption of an agile method or agile method fragments

4-DAT Dimensions

Method scope (size, environment, culture,…)

Agility characterization (flexibility, speed, leanness, …)

Characterization of agile values (manifesto values, keeping the process agile, keeping the process cost effective)

Software process characterization (development process, project management process, process management process, …)

Agile – Framework Few organizations are able, psychologically or technically to adopt agile approaches over a short period How to adopt and improve agile methods? (Qumer & Henderson-Sellers, 2008)

Few organizations are able, psychologically or technically to adopt agile approaches over a short period

How to adopt and improve agile methods?

Agile – Framework ASSF (Agile Software Solution Framework) – assist managers 4-DAT Knowledge Governance Business-Agile Alignment Bridge … AAIM (Agile Adoption and Improvement Model) ASOP (Agile Service Oriented Process) (Qumer & Henderson-Sellers, 2007)

ASSF (Agile Software Solution Framework) – assist managers

4-DAT

Knowledge

Governance

Business-Agile Alignment Bridge

…

AAIM (Agile Adoption and Improvement Model)

ASOP (Agile Service Oriented Process)

Agile – Framework (Qumer & Henderson-Sellers, 2008)

AGILE METHODS Scrum, DSDM, Crystal, FDD, Lean, XP, ASD

Scrum, DSDM, Crystal, FDD, Lean, XP, ASD

Agile Methods – Scrum Jeff Suttherland http://jeffsutherland.com Ken Schwaber http://www.controlchaos.com Conferences OOPSLA 96, PLoP 98 Inspiration Incremental and Iterative Development in companies (Japan & EUA – 80) Takeuchi, Hirotaka and Nonaka, Ikujiro. New Product Development Game. Harvard Business Review. Jan/Feb 1986 DeGrace, P. and Hulet-Stahl, L. Wicked Problems, Righteous Solutions. Yourdon Press, 1990 Scrum relies on self-commitment, self-organization, and emergence rather than authoritarian measures Ken Schwaber

Jeff Suttherland

http://jeffsutherland.com

Ken Schwaber

http://www.controlchaos.com

Conferences

OOPSLA 96, PLoP 98

Inspiration

Incremental and Iterative Development in companies (Japan & EUA – 80)

Takeuchi, Hirotaka and Nonaka, Ikujiro. New Product Development Game. Harvard Business Review. Jan/Feb 1986

DeGrace, P. and Hulet-Stahl, L. Wicked Problems, Righteous Solutions. Yourdon Press, 1990

Agile Methods – Scrum ( http://www.controlchaos.com/about/ )

Agile Methods – DSDM Dynamic Systems Development Method – DSDM Principles 1. Active user involvement is imperative 2. The team must be empowered to make decisions 3. The focus is on frequent delivery of products 4. Fitness for business purpose is the essential criterion for acceptance of deliverables 5. Iterative and incremental delivery is necessary to converge on accurate business solution 6. All changes during development are reversible 7. Requirements are baselined at a high level 8. Testing is integrated throughout the lifecycle 9. Collaboration and co-operation between all stakeholders is essential (Highsmith, 2002)

Dynamic Systems Development Method – DSDM

Principles

1. Active user involvement is imperative

2. The team must be empowered to make decisions

3. The focus is on frequent delivery of products

4. Fitness for business purpose is the essential criterion for acceptance of deliverables

5. Iterative and incremental delivery is necessary to converge on accurate business solution

6. All changes during development are reversible

7. Requirements are baselined at a high level

8. Testing is integrated throughout the lifecycle

9. Collaboration and co-operation between all stakeholders is essential

Agile Methods – DSDM DSDM Process (Highsmith, 2002) (www.dsdm.org) Feasibility Study Functional Model Iteration (x3) Agree Plan Create Functional Prototype Review Prototype Identify Functional Prototype Design & Build Iteration (x3) Identify Design Prototypes Agree Plan Create Design Prototype Review Design Prototype Implementation Implement Train Users User Approval & Guidelines Review Business Business Study Pre-project Post-project

Agile Methods – DSDM At the heart of DSDM are Facilitated Workshops Prioritisation Timeboxing Prototyping As well as others, for example Risk Management Configuration Management Modelling (www.dsdm.org)

At the heart of DSDM are

Facilitated Workshops

Prioritisation

Timeboxing

Prototyping

As well as others, for example

Risk Management

Configuration Management

Modelling

Agile Methods – DSDM Project Level Roles Executive Sponsor Visionary DSDM Project Manager Technical Co-ordinator Core Team Roles DSDM Team Leader Developer Ambassador User Tester Scribe Other Roles Advisor User, Facilitator, Specialists One person many roles One role many people Substitute responsibilities But cover them all e.g. Ambassador User Input to business requirements Provide detail business scenarios Communicate with other users Provide input to prototyping sessions Review documentation Review and accept delivered software User training / user documentation Organise and control user testing (Highsmith, 2002) ( www.dsdm.org)

Project Level Roles

Executive Sponsor

Visionary

DSDM Project Manager

Technical Co-ordinator

Core Team Roles

DSDM Team Leader

Developer

Ambassador User

Tester

Scribe

Other Roles

Advisor User, Facilitator, Specialists

One person many roles

One role many people

Substitute responsibilities

But cover them all

e.g. Ambassador User

Input to business requirements

Provide detail business scenarios

Communicate with other users

Provide input to prototyping sessions

Review documentation

Review and accept delivered software

User training / user documentation

Organise and control user testing

Agile Methods – Crystal Family Focusing on skills, communications, and community allows the project to be more effective and more agile than focusing on processes and plans Alistair Cockburn (http://alistair.cockburn.us/crystal ) Crystal: clear, yellow, orange, orange-web, red

Focusing on skills, communications, and community allows the project to be more effective and more agile than focusing on processes and plans

Alistair Cockburn

(http://alistair.cockburn.us/crystal )

Crystal: clear, yellow, orange, orange-web, red

Agile Methods – Crystal Family (http://alistair.cockburn.us/crystal )

Agile Methods – Crystal Family Principles - summary The team can reduce intermediate work products as it produces running code more frequently, as it uses richer communication channels between people. Every project is slightly different and evolves over time, so the methodology, the set of conventions the team adopts, must be tuned and evolve (http://alistair.cockburn.us/crystal )

Principles - summary

The team can reduce intermediate work products as it produces running code more frequently, as it uses richer communication channels between people.

Every project is slightly different and evolves over time, so the methodology, the set of conventions the team adopts, must be tuned and evolve

Agile Methods – Crystal Family Elements of Crystal Clear Roles sponsor, senior designer-programmer, designer-programmer, and user Work products release plan, schedule of reviews, low-ceremony use cases (or equivalent), design sketches, running code, common object model, test cases, and user manual Policy standards incremental delivery every two to three months, some automated testing, direct user involvement, two user reviews per release, and methodology tuning workshops (http://alistair.cockburn.us/crystal )

Elements of Crystal Clear

Roles

sponsor, senior designer-programmer, designer-programmer, and user

Work products

release plan, schedule of reviews, low-ceremony use cases (or equivalent), design sketches, running code, common object model, test cases, and user manual

Policy standards

incremental delivery every two to three months, some automated testing, direct user involvement, two user reviews per release, and methodology tuning workshops

Agile Methods – FDD FDD – Feature-Driven Development The system is the Project Managers must first learn to see, hear, and think about human systems before they can hope to control them Software projects are human systems Feature Naming Template <action> the <result> <by|for|of|to> a(n) <object> Calculate the total amount of a Sale (http://www.featuredrivendevelopment.com/ )

FDD – Feature-Driven Development

The system is the Project

Managers must first learn to see, hear, and think about human systems before they can hope to control them

Software projects are human systems

Feature Naming Template

<action> the <result> <by|for|of|to> a(n) <object>

Calculate the total amount of a Sale

Agile Methods – FDD (http://www.featuredrivendevelopment.com/ )

Agile Methods – FDD (http://www.featuredrivendevelopment.com/ )

Agile Methods – FDD (http://www.featuredrivendevelopment.com/ )

Agile Methods – Lean Development book by Mary Poppendieck and Tom Poppendieck Principles (inspired in Toyota Production System) Eliminate Waste Amplify learning Decide as late as possible Deliver as fast as possible Empower the team Build integrity in See the whole * Domain, not point, solutions … . Businesses are discovering that while their markets change rapidly, their software systems do not . Bob Charette, Foundations of Lean Development (http://www.poppendieck.com/people.htm ) (Highsmith, 2002)

book by Mary Poppendieck and Tom Poppendieck

Principles (inspired in Toyota Production System)

Eliminate Waste

Amplify learning

Decide as late as possible

Deliver as fast as possible

Empower the team

Build integrity in

See the whole

* Domain, not point, solutions

… .

Agile Methods – Lean Development One facet of Lean is a focus on business domains Software is built for certain domains that make high-level reusability possible The process side of Lean Scrum, DSDM (Highsmith, 2002)

One facet of Lean is a focus on business domains

Software is built for certain domains that make high-level reusability possible

The process side of Lean

Scrum, DSDM

Agile Methods - XP Always be doing the most important thing you can be working on Kent Beck (XP Immersion workshop) XP – Extreme Programming OOPSLA’2000 Coach, tracker, .... Values Comunication Feedback Courage Simplicity Respect (www.extremeprogramming.org/rules.html) ( http://www.xprogramming.com/)

Always be doing the most important thing you can be working on

Kent Beck (XP Immersion workshop)

XP – Extreme Programming

OOPSLA’2000

Coach, tracker, ....

Values

Comunication

Feedback

Courage

Simplicity

Respect

Agile Methods - XP Principles Humanity Economy Diversity Improvement Reflection Baby Steps … (www.extremeprogramming.org/rules.html) ( http://www.agile2008.org/) ( http://www.oopsla.org/) ( http://martinfowler.com/) ( http://www.xprogramming.com/) ( http://www.testing.com/) ( http://c2.com/cgi/wiki?ExtremeProgramming) (www.agilcoop.org.br )

Principles

Humanity

Economy

Diversity

Improvement

Reflection

Baby Steps

…

Agile Methods - XP

Agile Methods - ASD ASD – Adaptative Software Development more than 100 projects using these practices Ken Orr and Sam Bayer 1994, paper on experiences Bayer, Sam, and Jim Highsmith. &quot;RADical Software Development.&quot; American Programmer 7, no. 6 (June 1994): 35–42 Collaboration is difficult, especially when it involves other people Ken Orr

ASD – Adaptative Software Development

more than 100 projects using these practices

Ken Orr and Sam Bayer

1994, paper on experiences

Bayer, Sam, and Jim Highsmith. &quot;RADical Software Development.&quot; American Programmer 7, no. 6 (June 1994): 35–42

Agile Methods - ASD Characteristics Mission focused Feature based Iterative Time-boxed Risk driven Change tolerant (Highsmith, 2002)

Characteristics

Mission focused

Feature based

Iterative

Time-boxed

Risk driven

Change tolerant

Agile Methods - ASD (Highsmith, 2002)

AGILE WORLD, AGILE METHODS Evaluation, Tendency, Problem, Suggestions, Researches

Evaluation, Tendency, Problem, Suggestions, Researches

Agile Methods – Evaluation (Qumer & Henderson-Sellers, 2007) Criteria XP Scrum FDD ASD DSDM Crystal Scope Project size Small, medium Small, medium, and scalable for large Small, medium, and large (business projects/applications) Large and Complex projects Small and large projects (Business Applications) Small and medium Team size <10 <10 and multiple teams * No limit – scalable from small to large teams Not mentioned Minimum 2 and Maximum 6 (Multiple teams) Single team in crystal clear with maximum 6 people in a team. Multiple teams with maximum 40 persons in orange and 80 persons in red methodology Development style Iterative, rapid Iterative, rapid Iterative design and construction Iterative and rapid development – distributed development Iterative, rapid development and cooperative Iterative and rapid development

Agile Methods – Evaluation (Qumer & Henderson-Sellers, 2007) Criteria XP Scrum FDD ASD DSDM Crystal Code style Clean and simple Not specified Not specified Not mentioned Not mentioned Not mentioned Technology environment Quick feedback required Not specified Not specified Not mentioned Not mentioned Not mentioned Physical environment Co-located teams and distributed teams (limited-interaction) Not specified Not specified Co-located and distributed teams Not mentioned Co-located team – no support for distributed development Business culture Collaborative and cooperative Not specified Not specified Not specified Collaborative and cooperative Not mentioned Abstraction mechanism Object-oriented Object-oriented Object-oriented Object-oriented/Component-oriented Object-oriented/Component-oriented Object-oriented

Agile Methods – Evaluation (Qumer & Henderson-Sellers, 2007)

Agile Methods – Evaluation (Qumer & Henderson-Sellers, 2007)

Agile Methods - VersionOne Which Agile methodology do you Now is the Time follow most closely? 49% Scrum; 22,3% XP/Scrum hybrid 8% XP 2,1% FDD 1, 9% Lean 1,4% DSDM 0,5% Crystal Agile Development: A Manager’s Roadmap for Success White Paper, 2008

Which Agile methodology do you Now is the Time follow most closely?

49% Scrum;

22,3% XP/Scrum hybrid

8% XP

2,1% FDD

1, 9% Lean

1,4% DSDM

0,5% Crystal

Agile Methods - VersionOne What was the MOST IMPORTANT reason for adopting Agile within your team or organization? Accelerate Time-to-Market 22% Enhance Ability to Manage Changing Priorities 21% Increase Productivity 12% Enhance Software Quality 10% Improve Alignment Between IT and Business 9% Improve Project Visibility 6% Reduce Risk 6% Simplify Development Process 4% Other 3% Improved/Increased Engineering Discipline 2% Reduce Cost 2% Enhance Software Maintainability/Extensibility 2% Improved Team Morale 1% Agile Development: A Manager’s Roadmap for Success White Paper, 2008

What was the MOST IMPORTANT reason for adopting Agile within your team or organization?

Accelerate Time-to-Market 22%

Enhance Ability to Manage Changing Priorities 21%

Increase Productivity 12%

Enhance Software Quality 10%

Improve Alignment Between IT and Business 9%

Improve Project Visibility 6%

Reduce Risk 6%

Simplify Development Process 4%

Other 3%

Improved/Increased Engineering Discipline 2%

Reduce Cost 2%

Enhance Software Maintainability/Extensibility 2%

Improved Team Morale 1%

Agile Methods - VersionOne Which of the following specific tools do you currently use? 36,4% Excel 24,4% MS Project 8% Bugzilla 7,06% Rational 4,56% Xplanner Agile Development: A Manager’s Roadmap for Success White Paper, 2008

Which of the following specific tools do you currently use?

36,4% Excel

24,4% MS Project

8% Bugzilla

7,06% Rational

4,56% Xplanner

Agile – Case,Tools (large distributed agile team) (Cannizzo et al., 2008)

Agile Methods – Tendency Tendency (Sutherland, 2006 ) (Rao and Trapa, 2006) (Kolovos et al., 2005) the future of scrum is still scrum, just faster, better, and cooler Join from methods Tools FireScrum ( www.firescrum.com ) ScrumWorks ( http://scrumworks.com/ ) Mingle ( http://studios.thoughtworks.com/mingle-agile-project-management ) T3 - Tool for Monitoring Agile Development COMDD (Code-Oriented Model-Driven Methodology) ECGF (Extensible Code Generation Framework) DSDM provides guidance on tools to assist people in choosing their own tool set

Tendency (Sutherland, 2006 ) (Rao and Trapa, 2006) (Kolovos et al., 2005)

the future of scrum is still scrum, just faster, better, and cooler

Join from methods

Tools

FireScrum ( www.firescrum.com )

ScrumWorks ( http://scrumworks.com/ )

Mingle ( http://studios.thoughtworks.com/mingle-agile-project-management )

T3 - Tool for Monitoring Agile Development

COMDD (Code-Oriented Model-Driven Methodology)

ECGF (Extensible Code Generation Framework)

DSDM provides guidance on tools to assist people in choosing their own tool set

Agile - Problems Agile is nothing new Lack of focus on architecture Little scientific support Practices are rarely applicable Agile is suitable for small teams +/- 73% agile project dealt with employees who are beginners (Dyba & Dingsøyr , 2008)

Agile is nothing new

Lack of focus on architecture

Little scientific support

Practices are rarely applicable

Agile is suitable for small teams

+/- 73% agile project dealt with employees who are beginners

Agile Methods - Criticize XP Limited project perspective Limited business focus Limited Scalability Too Extreme , informal for many organisations DSDM Theoretical Lacking in detail for developers Lack of scientific studies Scrum Only Focus on management Lack of scientific studies Lean, Crystal, FDD, ASD Lack of scientific studies

XP

Limited project perspective

Limited business focus

Limited Scalability

Too Extreme , informal for many organisations

DSDM

Theoretical

Lacking in detail for developers

Lack of scientific studies

Scrum

Only Focus on management

Lack of scientific studies

Lean, Crystal, FDD, ASD

Lack of scientific studies

Agile Methods – S uggestions/Researches DSDM and XP (others methods) DSDM v4.2 – ( www.dsdm.org ) DSDM and UML, RUP ( white papers , www.dsdm.org ) tools XP and Scrum Management and Development Some practices Pair programming, daily meeting, Workshops, …

DSDM and XP (others methods)

DSDM v4.2 – ( www.dsdm.org )

DSDM and UML, RUP ( white papers , www.dsdm.org )

tools

XP and Scrum

Management and Development

Some practices

Pair programming, daily meeting, Workshops, …

Agile Methods – S uggestions/Researches Balancing Discipline and Agility Future trends are toward fusion of agile with plan-driven Where is the silver bullets?? people, values, communications, expectations management Some Balanced Methods are emerging Crystal Orange, Code Science, DSDM, FDD, Lean, lighter versions of the RUP (Boehm, Turner, 2003)

Balancing Discipline and Agility

Future trends are toward fusion of agile with plan-driven

Where is the silver bullets??

people, values, communications, expectations management

Some Balanced Methods are emerging

Crystal Orange, Code Science, DSDM, FDD, Lean, lighter versions of the RUP

Agile Methods – S uggestions/Researches Scrum Ethnomethodological approaches/ conversation analysis Tools for understanding practices and sociological methods DSDM theory needs some practice To explore qualitative studies (mature teams) (Bates & Yates, 2008)

Scrum

Ethnomethodological approaches/ conversation analysis

Tools for understanding practices and sociological methods

DSDM

theory needs some practice

To explore qualitative studies (mature teams)

References (Abrantes & Travassos, 2007) ABRANTES,J.F.,TRAVASSOS, G.H., 2007, &quot;Caracterização de Métodos Ágeis de Desenvolvimento de Software&quot;, Proceedings of Workshop de Desenvolvimento Rápido de Aplicações do Simpósio Brasileiro de Qualidade de Software (WDRA - SBQS 2007), Porto de Galinhas-PE, Brazil. (Agile Manifesto, 2001) Agile Manifesto, 2001. Manifesto for Agile Software Development. < http://agilemanifesto.org/ > (Aoyama, 1998) Aoyama, Mikio. Agile Software Process and its Experience. ICSE, 1998. (Bates & Yates, 2008) Bates, C. D. and Yates, S. 2008. Scrum down: a software engineer and a sociologist explore the implementation of an agile method. In Proceedings of the 2008 international Workshop on Cooperative and Human Aspects of Software Engineering (Leipzig, Germany, May 13 - 13, 2008). CHASE '08. ACM, New York, NY, 13-16. DOI= http://doi.acm.org/10.1145/1370114.1370118

(Abrantes & Travassos, 2007) ABRANTES,J.F.,TRAVASSOS, G.H., 2007, &quot;Caracterização de Métodos Ágeis de Desenvolvimento de Software&quot;, Proceedings of Workshop de Desenvolvimento Rápido de Aplicações do Simpósio Brasileiro de Qualidade de Software (WDRA - SBQS 2007), Porto de Galinhas-PE, Brazil.

(Agile Manifesto, 2001) Agile Manifesto, 2001. Manifesto for Agile Software Development. < http://agilemanifesto.org/ >

(Aoyama, 1998) Aoyama, Mikio. Agile Software Process and its Experience. ICSE, 1998.

(Bates & Yates, 2008) Bates, C. D. and Yates, S. 2008. Scrum down: a software engineer and a sociologist explore the implementation of an agile method. In Proceedings of the 2008 international Workshop on Cooperative and Human Aspects of Software Engineering (Leipzig, Germany, May 13 - 13, 2008). CHASE '08. ACM, New York, NY, 13-16. DOI= http://doi.acm.org/10.1145/1370114.1370118

References (Beck & Fowler, 2001) Beck, Kent & Fowler, Martin. Planning Extreme Programming. Addison Wesley, 2001. (Boehm, Turner, 2003) Barry Boehm, Richard Turner. Observations on Balancing Discipline and Agility. 2003. (Cannizzo et al., 2008) Cannizzo, Fabrizio and Marcionetti, Gabriela and Moser, Paul. Evolution of the Tools and Practices of a Large Distributed Agile Team. Agile Conference, 2008. (Chow & Cao, 2007) Tsun Chow, Dac-Buu Cao. A survey study of critical success factors in agile software projects. 2007. (Dyba & Dingsøyr , 2008) Tore Dyba˚ *, Torgeir Dingsøyr. Empirical studies of agile software development: A systematic review. 2008.

(Beck & Fowler, 2001) Beck, Kent & Fowler, Martin. Planning Extreme Programming. Addison Wesley, 2001.

(Boehm, Turner, 2003) Barry Boehm, Richard Turner. Observations on Balancing Discipline and Agility. 2003.

(Cannizzo et al., 2008) Cannizzo, Fabrizio and Marcionetti, Gabriela and Moser, Paul. Evolution of the Tools and Practices of a Large Distributed Agile Team. Agile Conference, 2008.

(Chow & Cao, 2007) Tsun Chow, Dac-Buu Cao. A survey study of critical success factors in agile software projects. 2007.

(Dyba & Dingsøyr , 2008) Tore Dyba˚ *, Torgeir Dingsøyr. Empirical studies of agile software development: A systematic review. 2008.

References (Highsmith, 2002) Highsmith, Jim. Agile Software Development Ecosystems. Addison Wesley , 2002. (Kolovos et al., 2005) Kolovos, Dimitrios S. ; Paige, Richard F. and Polack, Fiona. An Agile and Extensible Code Generation Framework. Extreme Programming and Agile Processes in Software Engineering, 6th International Conference, XP 2005, Sheffield, UK, June 18-23, 2005. Springer. Lecture Notes in Computer Science. (Larman & Basili, 2003) Craig Larman,Victor R. Basili. Maryland Iterative and Incremental Development: A Brief History. 2003. (Miller, 2001) Miller, Granville G.. The Characteristics of Agile Software Processes. Proceedings of the 39 th Int’l Conf. and Exhibition on Technology of Object-Oriented Languages and Systems (TOOLS’01).

(Highsmith, 2002) Highsmith, Jim. Agile Software Development Ecosystems. Addison Wesley , 2002.

(Kolovos et al., 2005) Kolovos, Dimitrios S. ; Paige, Richard F. and Polack, Fiona. An Agile and Extensible Code Generation Framework. Extreme Programming and Agile Processes in Software Engineering, 6th International Conference, XP 2005, Sheffield, UK, June 18-23, 2005. Springer. Lecture Notes in Computer Science.

(Larman & Basili, 2003) Craig Larman,Victor R. Basili. Maryland Iterative and Incremental Development: A Brief History. 2003.

(Miller, 2001) Miller, Granville G.. The Characteristics of Agile Software Processes. Proceedings of the 39 th Int’l Conf. and Exhibition on Technology of Object-Oriented Languages and Systems (TOOLS’01).

References (Muthig et al., 2004) Mikael Lindvall, Dirk Muthig, Aldo Dagnino, Christina Wallin, Michael Stupperich, David Kiefer, John May, Tuomo Kähkönen. Agile Software Development in Large Organizations. 2004. (Nerur et al., 2005) Nerur, Sridhar; Mahapatra, RadhaKanta; Mangalaraj, George.Challenges of Migrating to Agile Methodologies. Communications of the ACM, Vol. 48, no. 5, 2005. (O’Reilly, 1991) O’Reilly, C.A., Chatman, J., Caldwell, D.F.. People and Organizational Culture: a profile comparison approach to assessing person organization fit. In: Academy of management Journal, pp. 487–516. 1991. (Principles Agile Manifesto, 2001) Principles Agile Manifesto, 2001. Manifesto for Agile Software Development. < http://agilemanifesto.org/principles.html >

(Muthig et al., 2004) Mikael Lindvall, Dirk Muthig, Aldo Dagnino, Christina Wallin, Michael Stupperich, David Kiefer, John May, Tuomo Kähkönen. Agile Software Development in Large Organizations. 2004.

(Nerur et al., 2005) Nerur, Sridhar; Mahapatra, RadhaKanta; Mangalaraj, George.Challenges of Migrating to Agile Methodologies. Communications of the ACM, Vol. 48, no. 5, 2005.

(O’Reilly, 1991) O’Reilly, C.A., Chatman, J., Caldwell, D.F.. People and Organizational Culture: a profile comparison approach to assessing person organization fit. In: Academy of management Journal, pp. 487–516. 1991.

(Principles Agile Manifesto, 2001) Principles Agile Manifesto, 2001. Manifesto for Agile Software Development. < http://agilemanifesto.org/principles.html >

References (Qumer & Henderson-Sellers, 2007) A. Qumer, B. Henderson-Sellers. An evaluation of the degree of agility in six agile methods and its applicability for method engineering. 2007. (Qumer & Henderson-Sellers, 2008) A. Qumer, B. Henderson-Sellers . A framework to support the evaluation, adoption and improvement of agile methods in practice. 2008. (Rao and Trapa, 2006) Rao, Santhpur and Trapa, Valerie. T3 - Tool for Monitoring Agile Development. IEEE. Proceedings of AGILE 2006 Conference (AGILE'06) (Satir, 1991) Satir, Virginia, et. al., The Satir Model: Family Therapy and Beyond, ISBN 0831400781, Science and Behavior Books, 1991. (Sato et al., 2006) Danilo Sato, Dairton Bassi, Mariana Bravo, Alfredo Goldman & Fabio Kon. Experiences Tracking Agile Projects: an Empirical Study, 2006.

(Qumer & Henderson-Sellers, 2007) A. Qumer, B. Henderson-Sellers. An evaluation of the degree of agility in six agile methods and its applicability for method engineering. 2007.

(Qumer & Henderson-Sellers, 2008) A. Qumer, B. Henderson-Sellers . A framework to support the evaluation, adoption and improvement of agile methods in practice. 2008.

(Rao and Trapa, 2006) Rao, Santhpur and Trapa, Valerie. T3 - Tool for Monitoring Agile Development. IEEE. Proceedings of AGILE 2006 Conference (AGILE'06)

(Satir, 1991) Satir, Virginia, et. al., The Satir Model: Family Therapy and Beyond, ISBN 0831400781, Science and Behavior Books, 1991.

(Sato et al., 2006) Danilo Sato, Dairton Bassi, Mariana Bravo, Alfredo Goldman & Fabio Kon. Experiences Tracking Agile Projects: an Empirical Study, 2006.

References (Smith, 2009) Steven M Smith < http://www.stevenmsmith.com/my-articles/article/the-satir-change-model.html > (Sutherland, 2006) Sutherland, J. Future of scrum: parallel pipelining of sprints in complex projects . Agile Conference, 2005. Proceedings. Patientkeeper, Inc., Brighton, MA, USA; IEEE Explore, 2006. (Tolfo & Wazlawick, 2008) Cristiano Tolfo, Raul Sidnei Wazlawick. The influence of organizational culture on the adoption of extreme programming, 2008.

(Smith, 2009) Steven M Smith < http://www.stevenmsmith.com/my-articles/article/the-satir-change-model.html >

(Sutherland, 2006) Sutherland, J. Future of scrum: parallel pipelining of sprints in complex projects . Agile Conference, 2005. Proceedings. Patientkeeper, Inc., Brighton, MA, USA; IEEE Explore, 2006.

(Tolfo & Wazlawick, 2008) Cristiano Tolfo, Raul Sidnei Wazlawick. The influence of organizational culture on the adoption of extreme programming, 2008.