Agile and Agile methods: what is the most important to understand to succeed

Agile and Agile methods: what is the most important to understand to succeed
Vaidas Adomauskas

Disclaimer
This is just my opinion and interpretation of information
Use at your own risk ;)
Information and pictures from
Henrik Kniberg
Mary Poppendieck
Google
...

Agenda (0)
Vaidas

Agenda (1)
Agile
Agile
Agile
Agile

Agenda (2)
Scrum
TDD
XP
Continuous Integration
Kanban
Refactoring
Pair programming
Lean

Agenda (3)

About me

About me (1)
VU MIF – Software Engineering(bachelor)
IT University of Gothenburg – Master in Software Engineering and Management
Lavasoft(www.lavasoft.com )
Adform (www.adform.com)

Apie mane (2)
Certified Scrum Master (Ken Schwaber, Paris)
Certified Product Owner (Robin Dymond ,Kiev)
Agile Conferences
http://scrum.agile.lt
Lecturer at VU MIF “Agile Project Management with Scrum”

Magic word?
Traditional Process and Statistics
Agile

Traditional SW projects are like a cannon ball
Assumptions:
The customer knows what he wants
The developers know how to build it
Nothing will change along the way

We tend to build the wrong thing
This graph courtesy of Mary Poppendieck
The Biggest Opportunity to Increase Software Development Productivity is to Write Less Code!*
*Mary Poppiendieck, “It’s Not About Working Software”, Agileee 2010 conference
12

Maybe we are successfull?
“The primary reason [for the improvement] is that projects have gotten a lot smaller.”
“Doing projects with iterative processes as opposed to the waterfall method, which called for all project requirements to be defined up front, is a major step forward.”
Jim Johnson
Chairman of
Standish Group
“There is no silver bullet but agile methods come very close”
Sources:
http://www.softwaremag.com/L.cfm?Doc=newsletter/2004-01-15/Standish
http://www.infoq.com/articles/Interview-Johnson-Standish-CHAOS
”My Life is Failure”, Jim Johnson’s book
13

How about performance of Agile?
Source: Dr. Dobb’s Journal 2008 Agile Adoption Survey

Who is using it?

What about Lithuania?
?

Magic word?
Early Software Engineering
Agile

Avoid bugs (1972)
“Those who want really reliable software will discover that they must find means of avoiding the majority of bugs to start with…
… programmers… should not introduce the bugs to start with.”
Edsger W. Dijkstra, “The Humble Programmer”, 1972 (http://userweb.cs.utexas.edu/~EWD/transcriptions/EWD03xx/EWD340.html)

The Life Cycle Concept (1976)
The biggest opportunity for cost reduction was finding errors as soon as possible:
Barry W. Boehm, “Software Engineering”, 1976 (http://www.computer.org/portal/web/csdl/doi/10.1109/TC.1976.1674590)

Problem 1
Separation of design from implementation
Swartout and Balzer: “All current software methodologies have adopted a common model that separates specification from implementation. Unfortunately, this model is overly naïve, and does not match reality.”*
*Swartout and Balzer, “On the Inevitable Intertwining of Specification and Implementation”, 1982

Problem 2
Large batchesof work (usually all project)
“Large batches of work tend to queue up during each process step, and so defects are not detected at the point of insertion; they have to wait to be uncovered in a batch validation step”
*Mary and Tom Poppiendieck, “Leading Lean Software development”, 2000

Other opponents
McCracken and Jackson, “Life Cycle Concept Considered Harmful”, 1982
Tom Gilb, “Evolutionary Development”, 1981
Start with short measurable business goals
Incremental deliverables (real software, real value)
Toyota Way
Just In Time (JIT)
Lean
Agile
….

Agile
Agile
Magic word?
Umbrella term

Agile Manifesto
www.agilemanifesto.org
We are uncovering better ways of developing software by doing it and helping others do it.
Feb 11-13, 2001
Snowbird ski resort, Utah
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 Manifesto (1)
...we value:
Individuals and interactions
over processes and tools
http://agilemanifesto.org/

Agile Manifesto (2)
...we value:
Working software over comprehensive documentation

Agile Manifesto (3)
...we value:
Customer collaboration over contract negotiation

Agile Manifesto (4)
...we value:
Responding to changeoverfollowing a plan

Agile projects are like a guided missile
Assumptions:
The customer discovers what he wants
The developers discover how to build it
Things change along the way

Agile
Magic word?
Summary
Agile

TDD
XP
Scrum
Kanban
Refactoring
Pair programming
Lean
What is all this stuff?

Practices
Methods
Agile
XP
TDD
Scrum
Lean
Pair programming
Refactoring
Kanban
...
...

Do not mix with time line
Lean
Scrum
XP
Test Driven Development (TDD)
Pair programming
Continues integration
Refactoring
Planning poker
…
Agile
Kanban
…
Time

What is wrong here?
Using the toolwrong
Using the wrong tool
Neither of these problems are caused by the tool!!!

More prescriptive
More adaptive
Different tools
Scrum
(9)
Kanban
(3)
Do Whatever
(0)
XP
(13)
RUP
(120+)
Architecture Reviewer
Business Designer
Business-Model Reviewer
Business-Process Analyst
Capsule Designer
Change Control Manager
Code Reviewer
Configuration Manager
Course Developer
Database Designer
Deployment Manager
Design Reviewer
Designer
Graphic Artist
Implementer
Integrator
Process Engineer
Project Manager
Project Reviewer
Requirements Reviewer
Requirements Specifier
Software Architect
Stakeholder
System Administrator
System Analyst
Technical Writer
Test Analyst
Test Designer
Test Manager
Tester
Tool Specialist
User-Interface Designer
Architectural analysis
Assess Viability of architectural proof-of-concept
Capsule design
Class design
Construct architectural proof-of-concept
Database design
Describe distribution
Describe the run-time architecture
Design test packages and classes
Develop design guidelines
Develop programming guidelines
Identify design elements
Identify design mechanisms
Incorporate design elements
Prioritize use cases
Review the architecture
Review the design
Structure the implementation model
Subsystem design
Use-case analysis
Use-case design
Analysis model
Architectural proof-of-concept
Bill of materials
Business architecture document
Business case
Business glossary
Business modeling guidelines
Business object model
Business rules
Business use case
Business use case realization
Business use-case model
Business vision
Change request
Configuration audit findings
Configuration management plan
Data model
Deployment model
Deployment plan
Design guidelines
Design model
Development case
Development-organization assessment
End-user support mateirla
Glossary
Implementation model
Installation artifacts
Integration build plan
Issues list
Iteration assessment
Iteration plan
Manual styleguide
Programming guidelines
Quality assurance plan
Reference architecture
Release notes
Requirements attributes
Requirementsmanagement plan
Review record
Risk list
Risk management plan
Software architecturedocument
Software developmentplan
Software requirements specification
Stakeholder requests
Status assessment
Supplementary business specification
Supplementary specification
Target organization assessment
Test automation architecture
Test cases
Test environment configuration
Test evaluation summary
Test guidelines
Test ideas list
Test interface specification
Test plan
Test suite
Tool guidelines
Training materials
Use case model
Use case package
Use-case modeling guidelines
Use-case realization
Use-case storyboard
User-interface guidelines
User-interface prototype
Vision
Work order
Workload analysis model
Whole team
Coding standard
TDD
Collective ownership
Customer tests
Pair programming
Refactoring
Planning game
Continuous integration
Simple design
Sustainable pace
Metaphor
Small releases
Scrum Master
Product Owner
Team
Sprint planning meeting
Daily Scrum
Sprint review
Product backlogt
Sprint backlog
BUrndown chart
Visualize the workflow
Limit WIP
Measure and optimize lead time
Which one is better?
Compare for understanding, not judgement!

Agile
Practices
Methods
Summary

How to succeed?

We are NOT “different”

Respect People

Right Toolbox

Right Metrics

External help

Courage

Start NOW

Thank you!
Let’s Scrum!
v.adomauskas@gmail.com
http://scrum.agile.lt
Mob. Tel.: 860038860
Facebook, Skype, LinkedIn…

Agile and Agile methods: what is the most important to understand to succeed

by Vaidas Adomauskas

Accessibility

Categories

Upload Details

Usage Rights

2 Embeds 8

Statistics

Agile and Agile methods: what is the most important to understand to succeed Presentation Transcript

http://agilecoach.lt	7
http://static.slidesharecdn.com	1