Agile Methods - An Overview - Marc Bless - 2009
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The document provides an overview of agile methods. It discusses the motivation for agile approaches due to failures of traditional waterfall planning. Key aspects of agile history and principles are outlined, including the Agile Manifesto which values individuals, working software, customer collaboration and responding to change over processes, documentation, contract negotiation and following a plan. Specific agile methods like Scrum, Extreme Programming and Feature Driven Development are also mentioned.
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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