Agility And The
 Way To SOA
 Frank Mueller / Oldenburg / Germany
Introduction

• 43 years, married, two daughters
• IT since more than 20 years
• Main job as team manager at BTC
• Since 1...
What is Tideland?




Tideland is the name of the ecosystem at the coast 50 km north of
Oldenburg. Here the tide is high a...
100%
       31%     40%    28%      23%        15%    18%        19%

                                          51%
      ...
Individual and interactions over
      processes and tools

   Working software over
comprehensive documentation

 Custome...
Agility is no synonym for chaos
Agile processes are well organized processes
Agile Processes

• eXtreme Programming (XP)
• Scrum
• Crystal Methodologies
• Test-Driven Development
• Feature-Driven Dev...
Agile Principles
Satisfy the customer through early and continuous
            delivery of valuable software
Welcome changing requirements, even late in
             development
Deliver working software frequently
Business people and developers must work
  together daily throughout the project
Build projects around motivated individuals
Face-to-face conversation is the most efficient and
    effective method of conveying information
Working software is the primary measure of
                progress
Agile processes promote sustainable development
Continuous attention to technical excellence and
         good design enhances agility
Simplicity — the art of maximizing the amount of
           work not done — is essential
The best architectures, requirements, and designs
      emerge from self-organizing teams
At regular intervals, the team reflects on how to
             become more effective
Product Owner                      Team

                            Daily
           Scrum Master    Scrum




Product   ...
There are worries that agile processes only work
                for small teams
But it scales
Hierarchy of agile processes
Technology         Features           Business



             Team building criteria
SOA and Agility —
how do they match?
Unclear and changing
   requirements
• Services have multiple clients and
  longer operating times
• Modern business requi...
High customer
       satisfaction
• Services are used by multiple internal
  and external clients
• Their usage depends on...
Sustainable Solutions

• SOA environments operate over years
• Development of SOAs have no defined
  end
• Teams have to wo...
Technical excellence

• Business processes depend on stable
  and reliable services
• Failures affect many clients
• Agile...
Finally ...
SOA Promises Agility
 For The Enterprise

 So Be Agile When
  Establish A SOA
Agility And The Way To SOA
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Agility And The Way To SOA

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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.









  • Agility And The Way To SOA

    1. 1. Agility And The Way To SOA Frank Mueller / Oldenburg / Germany
    2. 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. 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. 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. 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. 6. Agility is no synonym for chaos
    7. 7. Agile processes are well organized processes
    8. 8. Agile Processes • eXtreme Programming (XP) • Scrum • Crystal Methodologies • Test-Driven Development • Feature-Driven Development
    9. 9. Agile Principles
    10. 10. Satisfy the customer through early and continuous delivery of valuable software
    11. 11. Welcome changing requirements, even late in development
    12. 12. Deliver working software frequently
    13. 13. Business people and developers must work together daily throughout the project
    14. 14. Build projects around motivated individuals
    15. 15. Face-to-face conversation is the most efficient and effective method of conveying information
    16. 16. Working software is the primary measure of progress
    17. 17. Agile processes promote sustainable development
    18. 18. Continuous attention to technical excellence and good design enhances agility
    19. 19. Simplicity — the art of maximizing the amount of work not done — is essential
    20. 20. The best architectures, requirements, and designs emerge from self-organizing teams
    21. 21. At regular intervals, the team reflects on how to become more effective
    22. 22. Product Owner Team Daily Scrum Master Scrum Product Sprint Deliverable Sprint Backlog Backlog Product Iterative development using the example of Scrum
    23. 23. There are worries that agile processes only work for small teams
    24. 24. But it scales
    25. 25. Hierarchy of agile processes
    26. 26. Technology Features Business Team building criteria
    27. 27. SOA and Agility — how do they match?
    28. 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. 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. 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. 31. Technical excellence • Business processes depend on stable and reliable services • Failures affect many clients • Agile processes promote technical excellent solutions
    32. 32. Finally ...
    33. 33. SOA Promises Agility For The Enterprise So Be Agile When Establish A SOA

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