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Agile	
  Methods	
  –	
  An	
  Overview	
  
Marc	
  Bless	
  
Sept	
  25th	
  2009	
  
Table	
  of	
  Contents	
  
•  Mo@va@on	
  
•  History	
  of	
  Agile	
  Methods	
  
•  The	
  Agile	
  Manifesto	
  
•  Overview:	
  SCRUM	
  and	
  FDD	
  
•  How	
  we	
  do	
  it	
  @	
  MCC	
  
Agile	
  Methods	
  –	
  An	
  Overview	
   Marc	
  Bless,	
  Sept	
  25th	
  2009	
   Page	
  2	
  
Mo@va@on:	
  Why	
  Agile?	
  
•  65%	
  of	
  all	
  product	
  features	
  are	
  hardly	
  ever	
  used	
  
•  65%	
  of	
  projects	
  fail	
  due	
  to	
  requirement	
  issues	
  
•  waterfall	
  does	
  not	
  take	
  this	
  into	
  account	
  
Source:	
  Standish	
  Group,	
  Jeff	
  Sutherland	
  
Agile	
  Methods	
  –	
  An	
  Overview	
   Marc	
  Bless,	
  Sept	
  25th	
  2009	
   Page	
  3	
  
Mo@va@on:	
  Why	
  Planning	
  Fails	
  
•  Planning	
  is	
  by	
  ac@vity	
  rather	
  than	
  feature	
  
–  Ac@vi@es	
  do	
  not	
  finish	
  early	
  
–  Lateness	
  is	
  passed	
  down	
  the	
  schedule	
  
–  Ac@vi@es	
  are	
  not	
  independant	
  
Agile	
  Methods	
  –	
  An	
  Overview	
   Marc	
  Bless,	
  Sept	
  25th	
  2009	
   Page	
  4	
  
Do	
  this	
  
Do	
  that	
  
Do	
  something	
  
Plan:	
  
Do	
  this	
  
Do	
  that	
  
Do	
  something	
  
Lateness:	
  
Mo@va@on:	
  Why	
  Planning	
  Fails	
  
•  Mul@tasking	
  causes	
  further	
  delays	
  
•  Features	
  are	
  not	
  developed	
  by	
  priority	
  
•  We	
  ignore	
  uncertainty	
  
•  Es@mates	
  become	
  commitments	
  
Agile	
  Methods	
  –	
  An	
  Overview	
   Marc	
  Bless,	
  Sept	
  25th	
  2009	
   Page	
  5	
  
Do	
  something	
  Plan:	
  
Do	
  something	
  
Mul@tasking:	
   Do	
  something	
  
Lateness:	
  
Mo@va@on:	
  Why	
  Planning	
  Fails	
  
•  Developing	
  soware	
  is	
  not	
  building	
  a	
  house:	
  
Agile	
  Methods	
  –	
  An	
  Overview	
   Marc	
  Bless,	
  Sept	
  25th	
  2009	
   Page	
  6	
  
Developing	
  So,ware	
   Building	
  a	
  House	
  
Time	
  for	
  Architecture	
   All	
  during	
  development	
   Short	
  period	
  at	
  the	
  
beginning	
  
Resources	
  needed	
  for	
  
architecture	
  
Highly	
  skilled	
   Highly	
  skilled	
  
Time	
  to	
  Implement/
Build	
  
All	
  during	
  development	
   Long	
  period	
  
Resources	
  needed	
  to	
  
implement/build	
  
Highly	
  skilled	
   Low	
  skilled,	
  thus	
  
exchangable	
  
Type	
  of	
  work	
   Crea@ve	
  thinkers	
   Strong	
  workers	
  
Mo@va@on:	
  Why	
  Planning	
  Fails	
  
•  Resul@ng	
  Project	
  Reality:	
  
Agile	
  Methods	
  –	
  An	
  Overview	
   Marc	
  Bless,	
  Sept	
  25th	
  2009	
   Page	
  7	
  
Plan:	
  
Test	
  
Design	
  
Implement	
  
Test	
  
Design	
  
Implement	
  
Real:	
  
Solu@on:	
  feature	
  by	
  priority	
  
Es@mated	
  and	
  
commiaed	
  date	
  
Done	
  and	
  
releasable	
  
Done	
  and	
  
releasable	
  
Final	
  
Release	
  
Agile	
  is	
  NOT	
  
•  No	
  documents	
  
•  No	
  planning	
  
•  No	
  control	
  
•  Anarchy	
  
Agile	
  Methods	
  –	
  An	
  Overview	
   Marc	
  Bless,	
  Sept	
  25th	
  2009	
   Page	
  8	
  
History	
  of	
  Agile	
  Methods	
  
•  Ōno	
  Taiichi,	
  1947:	
  „Kanban“-­‐System	
  at	
  Toyota,	
  Japan	
  
•  Frederick	
  Brooks,	
  1960s:	
  „The	
  Mythical	
  Man-­‐Month“	
  
–  Gutless	
  es@ma@ng:	
  based	
  on	
  op@mism	
  and	
  is	
  wish-­‐
derived	
  
–  Surgical	
  team:	
  architect,	
  developer,	
  editor,	
  tester,	
  
toolsmith	
  are	
  ONE	
  team	
  
–  First	
  ideas	
  of	
  modern	
  pair	
  programming:	
  two	
  brains	
  
do	
  beaer	
  than	
  one	
  
–  Stop	
  sequen@al	
  phases:	
  crea@ve	
  effort	
  involves	
  
dis@nct	
  phases	
  which	
  can	
  start	
  in	
  parallel	
  (design,	
  
implementa@on,	
  tes@ng)	
  
•  1976,	
  Tom	
  Gilb:	
  „evolu@on“	
  and	
  „evolu@onary“	
  
Agile	
  Methods	
  –	
  An	
  Overview	
   Marc	
  Bless,	
  Sept	
  25th	
  2009	
   Page	
  9	
  
History	
  of	
  Agile	
  Methods	
  
•  1996	
  
Kent	
  Beck:	
  
Extreme	
  Programming	
  
Agile	
  Methods	
  –	
  An	
  Overview	
   Marc	
  Bless,	
  Sept	
  25th	
  2009	
   Page	
  10	
  
•  1995	
  
Ken	
  Schwaber,	
  
Jeff	
  Sutherland:	
  
Scrum	
  
•  1995	
  
Alistair	
  Cockburn:	
  
Crystal	
  Clear	
  
History	
  of	
  Agile	
  Methods	
  
•  2000,	
  Jim	
  Highsmith:	
  Adap@ve	
  Soware	
  Development	
  
•  1997,	
  Jeff	
  De	
  Luca:	
  Feature	
  Driven	
  Development	
  
•  1995:	
  DSDM	
  (Dynamic	
  Systems	
  Development	
  Method)	
  
•  2001:	
  The	
  Agile	
  Manifesto	
  
•  2005,	
  Scoa	
  Ambler:	
  AUP	
  (Agile	
  Unified	
  Process	
  =	
  „Agile	
  RUP“)	
  
Agile	
  Methods	
  –	
  An	
  Overview	
   Marc	
  Bless,	
  Sept	
  25th	
  2009	
   Page	
  11	
  
The	
  Agile	
  Manifesto	
  
We	
  are	
  uncovering	
  beaer	
  ways	
  of	
  developing	
  soware	
  by	
  doing	
  it	
  and	
  helping	
  others	
  do	
  it.	
  Through	
  this	
  work	
  
we	
  have	
  come	
  to	
  value:	
  
	
  
	
  Individuals	
  and	
  interacCons	
  over	
  processes	
  and	
  tools	
  	
  
Working	
  so,ware	
  over	
  comprehensive	
  documenta2on	
  	
  
Customer	
  collaboraCon	
  over	
  contract	
  nego2a2on	
  	
  
Responding	
  to	
  change	
  over	
  following	
  a	
  plan	
  	
  
	
  
That	
  is,	
  while	
  there	
  is	
  value	
  in	
  the	
  items	
  on	
  the	
  right,	
  we	
  value	
  the	
  items	
  on	
  the	
  le	
  more.	
  	
  
Agile	
  Methods	
  –	
  An	
  Overview	
   Marc	
  Bless,	
  Sept	
  25th	
  2009	
   Page	
  12	
  
	
  Kent	
  Beck 	
  Mike	
  Beedle 	
  Arie	
  van	
  Bennekum	
  
	
  Alistair	
  Cockburn 	
  Ward	
  Cunningham 	
  Mar@n	
  Fowler	
  
	
  James	
  Grenning 	
  Jim	
  Highsmith 	
  Andrew	
  Hunt	
  
	
  Ron	
  Jeffries 	
  Jon	
  Kern 	
  Brian	
  Marick	
  
	
  Robert	
  C.	
  Mar@n 	
  Steve	
  Mellor 	
  Ken	
  Schwaber	
  
	
  Jeff	
  Sutherland 	
  Dave	
  Thomas	
  	
  
©	
  2001,	
  the	
  above	
  authors	
  
this	
  declara@on	
  may	
  be	
  freely	
  copied	
  in	
  any	
  form,	
  but	
  only	
  in	
  its	
  en@rety	
  through	
  this	
  no@ce.	
  	
  
The	
  Seven	
  Core	
  Prac@ces	
  of	
  Agile	
  
Work	
  
•  Self-­‐Organizing	
  Team	
  à	
  Whole	
  Team	
  (XP),	
  Cross-­‐Func@onal	
  Team	
  
•  Deliver	
  Frequently	
  à	
  Sprint,	
  Itera@on,	
  Timeboxing	
  
•  Plan	
  to	
  Learn	
  à	
  Inspect	
  and	
  Adapt,	
  Adap@ve	
  Planning	
  
•  Communicate	
  Powerfully	
  à	
  Visibility,	
  Whole	
  Team	
  and	
  Team	
  Room,	
  War	
  
Room	
  
•  Test	
  Everything	
  à	
  Test-­‐Driven	
  Development	
  
•  Measure	
  Value	
  à	
  Measuring	
  Results,	
  ROI,	
  Running	
  Tested	
  Features	
  
•  Clear	
  the	
  Path	
  à	
  Removing	
  Obstacles	
  and	
  Impediments,	
  Stopping	
  the	
  Line	
  
•  hap://www.agileadvice.com/archives/2006/09/prac@ces_of_ag.html	
  
è	
  Deming-­‐Circle	
  PDCA:	
  Plan,	
  Do,	
  Check,	
  Act	
  
Agile	
  Methods	
  –	
  An	
  Overview	
   Marc	
  Bless,	
  Sept	
  25th	
  2009	
   Page	
  13	
  
Agile	
  Principle:	
  Timeboxing	
  
•  Focus	
  on	
  doing	
  the	
  things	
  that	
  maaer	
  most	
  
•  Limit	
  the	
  @me	
  spent	
  on	
  open	
  ended	
  tasks	
  
•  Effec@ve	
  tool	
  against	
  procras@na@on	
  
è	
  higher	
  efficiency	
  (more	
  business	
  value	
  per	
  @me)	
  
•  Cri@cs:	
  how	
  to	
  deal	
  with	
  tasks	
  not	
  being	
  finished	
  in	
  a	
  @mebox?	
  
Agile	
  Methods	
  –	
  An	
  Overview	
   Marc	
  Bless,	
  Sept	
  25th	
  2009	
   Page	
  14	
  
Agile	
  Principle:	
  Inspect	
  and	
  Adapt	
  
•  Con@nuos	
  improvement	
  of	
  knowledge	
  and	
  processes	
  
•  Based	
  on	
  „Lean“	
  
•  Con@nous	
  Deming-­‐Circle	
  PDCA:	
  Plan,	
  Do,	
  Check,	
  Act	
  
•  Most	
  important	
  goal:	
  remove	
  any	
  impediment	
  instantly	
  
è	
  Higher	
  efficiency	
  and	
  quality	
  
Agile	
  Methods	
  –	
  An	
  Overview	
   Marc	
  Bless,	
  Sept	
  25th	
  2009	
   Page	
  15	
  
Agile	
  Principle:	
  Pair	
  Programming	
  
•  Knowledge	
  transfer	
  
•  Collec@ve	
  code	
  ownership	
  
•  Less	
  bugs	
  
•  Implicit	
  code	
  review	
  
è	
  higher	
  quality	
  
Agile	
  Methods	
  –	
  An	
  Overview	
   Marc	
  Bless,	
  Sept	
  25th	
  2009	
   Page	
  16	
  
Agile	
  Methods	
  –	
  An	
  Overview	
   Marc	
  Bless,	
  Sept	
  25th	
  2009	
   Page	
  17	
  
FDD	
  
(30++)	
  
• 	
  Develop	
  Overall	
  Model	
  
• 	
  Form	
  Modeling	
  Team	
  
• 	
  Conduct	
  Domain	
  Walk-­‐Through	
  
• 	
  Study	
  Documents	
  
• 	
  Develop	
  Small	
  Group	
  Models	
  
• 	
  Develop	
  Team	
  Model	
  
• 	
  Refine	
  Overall	
  Object	
  Model	
  
• 	
  Write	
  Model	
  Notes	
  
• 	
  Build	
  Feature	
  List	
  
• 	
  Form	
  Features	
  List	
  Team	
  
• 	
  Build	
  Features	
  List	
  
• 	
  Plan	
  by	
  Feature	
  
• 	
  Form	
  Planning	
  Team	
  
• 	
  Determine	
  Development	
  
Sequence	
  
• 	
  Assign	
  Business	
  Ac@vi@es	
  to	
  Chief	
  
Programmers	
  
• 	
  Assign	
  Classes	
  to	
  Developers	
  
• 	
  Build	
  by	
  Feature	
  
• 	
  Implement	
  Classes	
  and	
  Methods	
  
• 	
  Inspect	
  Code	
  
• 	
  Coduct	
  Unit	
  Tests	
  
• 	
  Promote	
  to	
  Build	
  
• 	
  Design	
  by	
  Feature	
  
• 	
  Form	
  Feature	
  Team	
  
• 	
  Conduct	
  Domain	
  Walk-­‐Through	
  
• 	
  Study	
  Referenced	
  Documents	
  
• 	
  Develop	
  Sequence	
  Diagrams	
  
• 	
  Refine	
  Object	
  Model	
  
• 	
  Write	
  Class	
  and	
  Method	
  Prologue	
  
• 	
  Design	
  Inspec@on	
  
Methods	
  Compared	
  
FDD:	
  Overview	
  
•  1997	
  by	
  Jeff	
  De	
  Luca	
  
•  Mixture	
  of	
  waterfall	
  and	
  itera@ve	
  method	
  
•  5	
  ac@vi@es	
  with	
  24	
  sub-­‐ac@vi@es,	
  lots	
  of	
  roles,	
  lots	
  of	
  ar@facts	
  
Agile	
  Methods	
  –	
  An	
  Overview	
   Marc	
  Bless,	
  Sept	
  25th	
  2009	
   Page	
  18	
  
Develop	
  
Overall	
  
Model	
  
Build	
  
Feature	
  
List	
  
Plan	
  by	
  
Feature	
  
Design	
  by	
  
Feature	
  
Build	
  by	
  
Feature	
  
Design	
  by	
  
Feature	
  
Build	
  by	
  
Feature	
  
Design	
  by	
  
Feature	
  
Build	
  by	
  
Feature	
  
Scrum:	
  Overview	
  
•  1995,	
  Jeff	
  Sutherland	
  &	
  Ken	
  Schwaber:	
  Scrum	
  
Agile	
  Methods	
  –	
  An	
  Overview	
   Marc	
  Bless,	
  Sept	
  25th	
  2009	
   Page	
  19	
  
Scrum:	
  Roles,	
  Ac@vi@es,	
  Ar@facts	
  
Scrum	
  
Roles	
  
Product	
  
Owner	
  
Scrum	
  Master	
  
Team	
  
AcCviCes	
  
Sprint	
  
Planning	
  
Daily	
  Stand-­‐
up	
  Mee@ng	
  
Sprint	
  Review	
  
Sprint	
  
Retrospec@ve	
  
ArCfacts	
  
Product	
  
Backlog	
  
Sprint	
  
Backlog	
  
Impediments	
  
Backlog	
  
Burndown	
  
Chart	
  
Working	
  
Soware	
  
Agile	
  Methods	
  –	
  An	
  Overview	
   Marc	
  Bless,	
  Sept	
  25th	
  2009	
   Page	
  20	
  
The	
  Scrum	
  Board	
  
Agile	
  Methods	
  –	
  An	
  Overview	
   Marc	
  Bless,	
  Sept	
  25th	
  2009	
   Page	
  21	
  
Source:	
  Henrik	
  Kniberg	
  
Scrum:	
  Hyperproduc@ve	
  Teams	
  
Agile	
  Methods	
  –	
  An	
  Overview	
   Marc	
  Bless,	
  Sept	
  25th	
  2009	
   Page	
  22	
  
Scrum:	
  Hyperproduc@ve	
  Teams	
  
Agile	
  Methods	
  –	
  An	
  Overview	
   Marc	
  Bless,	
  Sept	
  25th	
  2009	
   Page	
  23	
  
Slow	
  
Upset	
  
Late	
  
Pressure	
  
Fast	
  
Happy	
  
Early	
  
Improve	
  
Scrum:	
  Hyperproduc@ve	
  Teams	
  
Agile	
  Methods	
  –	
  An	
  Overview	
   Marc	
  Bless,	
  Sept	
  25th	
  2009	
   Page	
  24	
  
Constraints	
  
Energy	
  
Slow	
  
Upset	
  
Late	
  
Pressure	
  
Fast	
  
Happy	
  
Early	
  
Improve	
  
Scrum:	
  Hyperproduc@ve	
  Teams	
  
Agile	
  Methods	
  –	
  An	
  Overview	
   Marc	
  Bless,	
  Sept	
  25th	
  2009	
   Page	
  25	
  
Constraints	
  
Energy	
  
Hyperproduc@ve	
  teams	
  can	
  output	
  300%	
  more	
  results	
  in	
  the	
  same	
  @me	
  in	
  a	
  
much	
  higher	
  quality!	
  This	
  is	
  proven	
  by	
  many	
  case	
  studies	
  in	
  the	
  last	
  years.	
  
(Source:	
  Jeff	
  Sutherland)	
  
Slow	
  
Upset	
  
Late	
  
Pressure	
  
Fast	
  
Happy	
  
Early	
  
Improve	
  
The	
  V-­‐Model	
  Issue	
  
Agile	
  Methods	
  –	
  An	
  Overview	
   Marc	
  Bless,	
  Sept	
  25th	
  2009	
   Page	
  26	
  
•  V-­‐Model:	
  waterfall	
  approaches	
  are	
  slow,	
  late,	
  
unpredictable,	
  and	
  have	
  low	
  ROI	
  
•  Standards	
  (e.g.	
  IEC	
  62304)	
  do	
  not	
  imply	
  the	
  V-­‐
Model:	
  any	
  incremental	
  and	
  evolu@onary	
  
development	
  process	
  may	
  be	
  used	
  
	
  
	
  
è	
  huge	
  organiza@onal	
  changes	
  are	
  mandatory!	
  
Bibliography	
  
Highly	
  recommended!	
  
•  Henrik	
  Kniberg	
  –	
  Scrum	
  and	
  XP…	
  
•  Mike	
  Cohn	
  –	
  Agile	
  Es@ma@ng	
  and	
  Planning	
  
•  agilemanifesto.org	
  
Agile	
  Methods	
  –	
  An	
  Overview	
   Marc	
  Bless,	
  Sept	
  25th	
  2009	
   Page	
  27	
  
Bibliography	
  
•  Frederick	
  Brooks	
  –	
  The	
  Mythical	
  Man	
  Month	
  
•  Ken	
  Schwaber	
  –	
  Agile	
  Project	
  Management	
  With	
  
Scrum	
  
•  Kent	
  Beck	
  –	
  Test-­‐Driven	
  Development	
  by	
  Example	
  
•  Kent	
  Beck	
  –	
  Extreme	
  Programming	
  explained:	
  Embrace	
  
Change	
  
•  Mar@n	
  Fowler,	
  Kent	
  Beck	
  –	
  Refactoring:	
  Improving	
  the	
  
Design	
  of	
  Exis@ng	
  Code	
  
Agile	
  Methods	
  –	
  An	
  Overview	
   Marc	
  Bless,	
  Sept	
  25th	
  2009	
   Page	
  28	
  
marc.bless@agilecoach.de	
  
@marcbless	
  
Marc	
  Bless	
  
Sept	
  25th	
  2009	
  

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Agile Methods - An Overview - Marc Bless - 2009

  • 1. Agile  Methods  –  An  Overview   Marc  Bless   Sept  25th  2009  
  • 2. Table  of  Contents   •  Mo@va@on   •  History  of  Agile  Methods   •  The  Agile  Manifesto   •  Overview:  SCRUM  and  FDD   •  How  we  do  it  @  MCC   Agile  Methods  –  An  Overview   Marc  Bless,  Sept  25th  2009   Page  2  
  • 3. Mo@va@on:  Why  Agile?   •  65%  of  all  product  features  are  hardly  ever  used   •  65%  of  projects  fail  due  to  requirement  issues   •  waterfall  does  not  take  this  into  account   Source:  Standish  Group,  Jeff  Sutherland   Agile  Methods  –  An  Overview   Marc  Bless,  Sept  25th  2009   Page  3  
  • 4. Mo@va@on:  Why  Planning  Fails   •  Planning  is  by  ac@vity  rather  than  feature   –  Ac@vi@es  do  not  finish  early   –  Lateness  is  passed  down  the  schedule   –  Ac@vi@es  are  not  independant   Agile  Methods  –  An  Overview   Marc  Bless,  Sept  25th  2009   Page  4   Do  this   Do  that   Do  something   Plan:   Do  this   Do  that   Do  something   Lateness:  
  • 5. Mo@va@on:  Why  Planning  Fails   •  Mul@tasking  causes  further  delays   •  Features  are  not  developed  by  priority   •  We  ignore  uncertainty   •  Es@mates  become  commitments   Agile  Methods  –  An  Overview   Marc  Bless,  Sept  25th  2009   Page  5   Do  something  Plan:   Do  something   Mul@tasking:   Do  something   Lateness:  
  • 6. Mo@va@on:  Why  Planning  Fails   •  Developing  soware  is  not  building  a  house:   Agile  Methods  –  An  Overview   Marc  Bless,  Sept  25th  2009   Page  6   Developing  So,ware   Building  a  House   Time  for  Architecture   All  during  development   Short  period  at  the   beginning   Resources  needed  for   architecture   Highly  skilled   Highly  skilled   Time  to  Implement/ Build   All  during  development   Long  period   Resources  needed  to   implement/build   Highly  skilled   Low  skilled,  thus   exchangable   Type  of  work   Crea@ve  thinkers   Strong  workers  
  • 7. Mo@va@on:  Why  Planning  Fails   •  Resul@ng  Project  Reality:   Agile  Methods  –  An  Overview   Marc  Bless,  Sept  25th  2009   Page  7   Plan:   Test   Design   Implement   Test   Design   Implement   Real:   Solu@on:  feature  by  priority   Es@mated  and   commiaed  date   Done  and   releasable   Done  and   releasable   Final   Release  
  • 8. Agile  is  NOT   •  No  documents   •  No  planning   •  No  control   •  Anarchy   Agile  Methods  –  An  Overview   Marc  Bless,  Sept  25th  2009   Page  8  
  • 9. History  of  Agile  Methods   •  Ōno  Taiichi,  1947:  „Kanban“-­‐System  at  Toyota,  Japan   •  Frederick  Brooks,  1960s:  „The  Mythical  Man-­‐Month“   –  Gutless  es@ma@ng:  based  on  op@mism  and  is  wish-­‐ derived   –  Surgical  team:  architect,  developer,  editor,  tester,   toolsmith  are  ONE  team   –  First  ideas  of  modern  pair  programming:  two  brains   do  beaer  than  one   –  Stop  sequen@al  phases:  crea@ve  effort  involves   dis@nct  phases  which  can  start  in  parallel  (design,   implementa@on,  tes@ng)   •  1976,  Tom  Gilb:  „evolu@on“  and  „evolu@onary“   Agile  Methods  –  An  Overview   Marc  Bless,  Sept  25th  2009   Page  9  
  • 10. History  of  Agile  Methods   •  1996   Kent  Beck:   Extreme  Programming   Agile  Methods  –  An  Overview   Marc  Bless,  Sept  25th  2009   Page  10   •  1995   Ken  Schwaber,   Jeff  Sutherland:   Scrum   •  1995   Alistair  Cockburn:   Crystal  Clear  
  • 11. History  of  Agile  Methods   •  2000,  Jim  Highsmith:  Adap@ve  Soware  Development   •  1997,  Jeff  De  Luca:  Feature  Driven  Development   •  1995:  DSDM  (Dynamic  Systems  Development  Method)   •  2001:  The  Agile  Manifesto   •  2005,  Scoa  Ambler:  AUP  (Agile  Unified  Process  =  „Agile  RUP“)   Agile  Methods  –  An  Overview   Marc  Bless,  Sept  25th  2009   Page  11  
  • 12. The  Agile  Manifesto   We  are  uncovering  beaer  ways  of  developing  soware  by  doing  it  and  helping  others  do  it.  Through  this  work   we  have  come  to  value:      Individuals  and  interacCons  over  processes  and  tools     Working  so,ware  over  comprehensive  documenta2on     Customer  collaboraCon  over  contract  nego2a2on     Responding  to  change  over  following  a  plan       That  is,  while  there  is  value  in  the  items  on  the  right,  we  value  the  items  on  the  le  more.     Agile  Methods  –  An  Overview   Marc  Bless,  Sept  25th  2009   Page  12    Kent  Beck  Mike  Beedle  Arie  van  Bennekum    Alistair  Cockburn  Ward  Cunningham  Mar@n  Fowler    James  Grenning  Jim  Highsmith  Andrew  Hunt    Ron  Jeffries  Jon  Kern  Brian  Marick    Robert  C.  Mar@n  Steve  Mellor  Ken  Schwaber    Jeff  Sutherland  Dave  Thomas     ©  2001,  the  above  authors   this  declara@on  may  be  freely  copied  in  any  form,  but  only  in  its  en@rety  through  this  no@ce.    
  • 13. The  Seven  Core  Prac@ces  of  Agile   Work   •  Self-­‐Organizing  Team  à  Whole  Team  (XP),  Cross-­‐Func@onal  Team   •  Deliver  Frequently  à  Sprint,  Itera@on,  Timeboxing   •  Plan  to  Learn  à  Inspect  and  Adapt,  Adap@ve  Planning   •  Communicate  Powerfully  à  Visibility,  Whole  Team  and  Team  Room,  War   Room   •  Test  Everything  à  Test-­‐Driven  Development   •  Measure  Value  à  Measuring  Results,  ROI,  Running  Tested  Features   •  Clear  the  Path  à  Removing  Obstacles  and  Impediments,  Stopping  the  Line   •  hap://www.agileadvice.com/archives/2006/09/prac@ces_of_ag.html   è  Deming-­‐Circle  PDCA:  Plan,  Do,  Check,  Act   Agile  Methods  –  An  Overview   Marc  Bless,  Sept  25th  2009   Page  13  
  • 14. Agile  Principle:  Timeboxing   •  Focus  on  doing  the  things  that  maaer  most   •  Limit  the  @me  spent  on  open  ended  tasks   •  Effec@ve  tool  against  procras@na@on   è  higher  efficiency  (more  business  value  per  @me)   •  Cri@cs:  how  to  deal  with  tasks  not  being  finished  in  a  @mebox?   Agile  Methods  –  An  Overview   Marc  Bless,  Sept  25th  2009   Page  14  
  • 15. Agile  Principle:  Inspect  and  Adapt   •  Con@nuos  improvement  of  knowledge  and  processes   •  Based  on  „Lean“   •  Con@nous  Deming-­‐Circle  PDCA:  Plan,  Do,  Check,  Act   •  Most  important  goal:  remove  any  impediment  instantly   è  Higher  efficiency  and  quality   Agile  Methods  –  An  Overview   Marc  Bless,  Sept  25th  2009   Page  15  
  • 16. Agile  Principle:  Pair  Programming   •  Knowledge  transfer   •  Collec@ve  code  ownership   •  Less  bugs   •  Implicit  code  review   è  higher  quality   Agile  Methods  –  An  Overview   Marc  Bless,  Sept  25th  2009   Page  16  
  • 17. Agile  Methods  –  An  Overview   Marc  Bless,  Sept  25th  2009   Page  17   FDD   (30++)   •   Develop  Overall  Model   •   Form  Modeling  Team   •   Conduct  Domain  Walk-­‐Through   •   Study  Documents   •   Develop  Small  Group  Models   •   Develop  Team  Model   •   Refine  Overall  Object  Model   •   Write  Model  Notes   •   Build  Feature  List   •   Form  Features  List  Team   •   Build  Features  List   •   Plan  by  Feature   •   Form  Planning  Team   •   Determine  Development   Sequence   •   Assign  Business  Ac@vi@es  to  Chief   Programmers   •   Assign  Classes  to  Developers   •   Build  by  Feature   •   Implement  Classes  and  Methods   •   Inspect  Code   •   Coduct  Unit  Tests   •   Promote  to  Build   •   Design  by  Feature   •   Form  Feature  Team   •   Conduct  Domain  Walk-­‐Through   •   Study  Referenced  Documents   •   Develop  Sequence  Diagrams   •   Refine  Object  Model   •   Write  Class  and  Method  Prologue   •   Design  Inspec@on   Methods  Compared  
  • 18. FDD:  Overview   •  1997  by  Jeff  De  Luca   •  Mixture  of  waterfall  and  itera@ve  method   •  5  ac@vi@es  with  24  sub-­‐ac@vi@es,  lots  of  roles,  lots  of  ar@facts   Agile  Methods  –  An  Overview   Marc  Bless,  Sept  25th  2009   Page  18   Develop   Overall   Model   Build   Feature   List   Plan  by   Feature   Design  by   Feature   Build  by   Feature   Design  by   Feature   Build  by   Feature   Design  by   Feature   Build  by   Feature  
  • 19. Scrum:  Overview   •  1995,  Jeff  Sutherland  &  Ken  Schwaber:  Scrum   Agile  Methods  –  An  Overview   Marc  Bless,  Sept  25th  2009   Page  19  
  • 20. Scrum:  Roles,  Ac@vi@es,  Ar@facts   Scrum   Roles   Product   Owner   Scrum  Master   Team   AcCviCes   Sprint   Planning   Daily  Stand-­‐ up  Mee@ng   Sprint  Review   Sprint   Retrospec@ve   ArCfacts   Product   Backlog   Sprint   Backlog   Impediments   Backlog   Burndown   Chart   Working   Soware   Agile  Methods  –  An  Overview   Marc  Bless,  Sept  25th  2009   Page  20  
  • 21. The  Scrum  Board   Agile  Methods  –  An  Overview   Marc  Bless,  Sept  25th  2009   Page  21   Source:  Henrik  Kniberg  
  • 22. Scrum:  Hyperproduc@ve  Teams   Agile  Methods  –  An  Overview   Marc  Bless,  Sept  25th  2009   Page  22  
  • 23. Scrum:  Hyperproduc@ve  Teams   Agile  Methods  –  An  Overview   Marc  Bless,  Sept  25th  2009   Page  23   Slow   Upset   Late   Pressure   Fast   Happy   Early   Improve  
  • 24. Scrum:  Hyperproduc@ve  Teams   Agile  Methods  –  An  Overview   Marc  Bless,  Sept  25th  2009   Page  24   Constraints   Energy   Slow   Upset   Late   Pressure   Fast   Happy   Early   Improve  
  • 25. Scrum:  Hyperproduc@ve  Teams   Agile  Methods  –  An  Overview   Marc  Bless,  Sept  25th  2009   Page  25   Constraints   Energy   Hyperproduc@ve  teams  can  output  300%  more  results  in  the  same  @me  in  a   much  higher  quality!  This  is  proven  by  many  case  studies  in  the  last  years.   (Source:  Jeff  Sutherland)   Slow   Upset   Late   Pressure   Fast   Happy   Early   Improve  
  • 26. The  V-­‐Model  Issue   Agile  Methods  –  An  Overview   Marc  Bless,  Sept  25th  2009   Page  26   •  V-­‐Model:  waterfall  approaches  are  slow,  late,   unpredictable,  and  have  low  ROI   •  Standards  (e.g.  IEC  62304)  do  not  imply  the  V-­‐ Model:  any  incremental  and  evolu@onary   development  process  may  be  used       è  huge  organiza@onal  changes  are  mandatory!  
  • 27. Bibliography   Highly  recommended!   •  Henrik  Kniberg  –  Scrum  and  XP…   •  Mike  Cohn  –  Agile  Es@ma@ng  and  Planning   •  agilemanifesto.org   Agile  Methods  –  An  Overview   Marc  Bless,  Sept  25th  2009   Page  27  
  • 28. Bibliography   •  Frederick  Brooks  –  The  Mythical  Man  Month   •  Ken  Schwaber  –  Agile  Project  Management  With   Scrum   •  Kent  Beck  –  Test-­‐Driven  Development  by  Example   •  Kent  Beck  –  Extreme  Programming  explained:  Embrace   Change   •  Mar@n  Fowler,  Kent  Beck  –  Refactoring:  Improving  the   Design  of  Exis@ng  Code   Agile  Methods  –  An  Overview   Marc  Bless,  Sept  25th  2009   Page  28  
  • 29. marc.bless@agilecoach.de   @marcbless   Marc  Bless   Sept  25th  2009