The document discusses transitioning to agile software development, highlighting key concepts such as incremental and iterative processes, collaboration, and the importance of defined roles within agile teams. It stresses the need for executive commitment, careful planning, and the potential cultural impacts when adopting agile practices. Various roles in agile teams, along with practices for managers, developers, and testers, are outlined, emphasizing the necessity for team involvement and continuous integration.

2. Transitioning to Agile Vivek Prahlad, ThoughtWorks [email_address]

3. Agenda A brief introduction to Agile

4. Agenda A brief introduction to Agile Before starting off a transition

5. Agenda A brief introduction to Agile Before starting off a transition Getting started with a transition

6. Agenda A brief introduction to Agile Before starting off a transition Getting started with a transition What transitioning to agile means for teams

7. Agenda A brief introduction to Agile Before starting off a transition Getting started with a transition What transitioning to agile means for teams Myths and Antipatterns

8. What is Agile?

9. Agile is a way of developing software that's all about acknowledging (and embracing) change

10. Incremental

11. Iterative

12. Adaptive

13. What is Agile? Incremental Build a system gradually Demonstrate progress

14. What is Agile? Incremental Build a system gradually Demonstrate progress Iterative Multiple releases (every month or so) Iterations (usually one or two weeks)

15. What is Agile? Incremental Build a system gradually Demonstrate progress Iterative Multiple releases (every month or so) Iterations (usually one or two weeks) Adaptive Accommodate changes to goals Incorporate feedback, lessons learned

16. The pillars of Agile Collaboration Testing Automation Feedback

17. Agile teams

18. Working on a Agile team Representation across all roles Developers, Analysts, Testers, Iteration / Project Managers Whole team part of iteration planning Unit of work is the 'User Story' Includes acceptance criteria

19. Example As a customer, I'd like to pay for books with a credit card Acceptance tests Check payments with Visa Check payments with Discovery Should not allow payments with invalid card Should inform about declined payments

20. Release planning Involves all stakeholders Helps set goals for development Typically 1-3 months horizon Prototypes, R & D Final output: Release plan (features, stories) Estimates

21. What do iterations look like? Analysis - 2 Analysis - 3 Development - 1 Development - 2 Testing - 1 Analysis - 4 Development - 3 Testing - 2 Time Iteration 1 Iteration 2 Iteration 3

22. What do iterations look like?

23. Flavours of Agile Xtreme Programming (XP) Scrum Feature Driven Development DSDM

24. XP practices

25. Starting off a transition

26. Food for thought Transitioning to Agile has consequences Not a silver bullet Not easy Take the time to think through practices And why they exist Executive commitment is critical

27. Picking a project: Choose a significant project Greenfield vs existing project

28. Picking a team: Full representation of all roles Start small, grow incrementally Even for experienced agile teams Critical to identify a customer Colocated, if possible Team needs to be involved in release planning, introductory sessions

29. What transitioning to Agile means for teams

30. Agile for developers: Test Driven Development Incremental design and Architecture Refactoring Continuous Integration Craftsmanship Discipline

31. Agile for architects: Everything we just talked about No Big Design Up Front

32. Agile for testers: Early (and incremental) testing Collaboration with development Collaboration with analysts Automate, automate, automate!

33. Agile for analysts: Getting user stories right Story independence Incrementally building features

34. Agile for managers: Facilitating vs. Controlling Getting the team what they need Removing roadblocks Self organized teams

35. Agile for the team: Collaborative software development Shared workspace Shared responsibility for quality Shared responsibility for meeting team goals

36. Cultural Issues Successful agile teams are self-organized Team members choose tools, what they'll be working on Managers as facilitators vs directors Close collaboration – too close for comfort?

37. Getting started

38. Getting started Starting with a retrospective Release planning Picking practices Retrospectives

39. Starting with a retrospective Helps identify issues that need solving Allows the team to prioritize issues that need fixing Can help choose the practices that will address issues

40. Release Planning Involves the whole team Helps evolve a shared understanding of what the team is building Recommend a short release plan

41. Picking practices Management and technical practices go hand in hand Cherry picking practices requires experience Practices are interdependent Choose an iteration length An experienced Agile coach can help

42. Picking practices

43. Workspaces The design of your workspace matters Large tables more effective than cubicles Informal communication requires close proximity Large monitors, two keyboards per workstation can help Pair Programming

44. Quality and Testing Testing an integral part of development Acceptance tests Unit and Integration tests Functional Optional: Performance Tests Test early, Test often Continuous Integration Fix the test vs. Raising a bug

45. The Cost of Change

46. The Cost of Change Defect found during TDD

47. The Cost of Change Defect found during continuous integration Defect found during TDD

48. The Cost of Change Defect found during continuous integration Defect found during TDD Defect found due To active stakeholder participation

49. Visibility for stakeholders Release plan Story wall Agile Project Management tools can help

50. Retrospectives Helps bring out issues Improvement, not assigning blame Important to fix the top few major issues Repeated at regular intervals Can help improve processes, team structure, productivity, etc Recommend external facilitators

51. Tools for agility: Wikis can help enhance collaboration Several agile project management tools now available Xunit tools IDEs that support refactoring Continuous Integration tools (like CruiseControl)

52. Myths and Antipatterns

53. Myths Scrum equals Agile No documentation Cowboy coding Don’t know what’s round the corner

54. Antipatterns Trying to force-fit Agile into CMM Separate testing team Too much scale Using the wrong tools

55. Summary Transitioning to agile needs (a lot of) homework Need to know where you are... ... and what you'd like to get to Don't underestimate the cultural impact Several new skills for everyone to learn Start small, scale can wait Iterate, tweak, improve

56. Questions? [email_address]

57. All responses to questions will be posted at http://thoughtworker.com/masterclass To know more about our events and up coming webinars please visit www.thoughtworker.com/events To get in touch with us, please email us at [email_address]