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CS485/540 Software EngineeringChapter 3 – Agile Process Models

Cengiz Günay

Fall 2013

Günay () Ch 3 Agile Process Fall 2013 1 / 11

What is wrong with Waterfall?

Waterfall = sequential assembly line

After Industrial Revolution of 1830, the Taylor model separatedmanagement from labour (e.g., Ford Motors)In 1950s Deming proposed to combine ’thinking’ and ’doing’.

Ignored in the US, adopted by Japan.Toyota and Matsushita surpassed American companies

In late 1970s, product development companies like Toyota, Honda,Fujitsu, 3M, HP, Canon, and NEC were all using overlappingproduction phasesIn 1990s, software industry abandoned waterfall-style development

From articles on Lean Development and Intro to Agile.


http://agile.dzone.com/articles/lean-development-benefits

http://www.danube.com/docs/Intro_to_Agile.pdf


Waterfall = sequential assembly lineAfter Industrial Revolution of 1830, the Taylor model separatedmanagement from labour (e.g., Ford Motors)

In 1950s Deming proposed to combine ’thinking’ and ’doing’.








Waterfall = sequential assembly lineAfter Industrial Revolution of 1830, the Taylor model separatedmanagement from labour (e.g., Ford Motors)In 1950s Deming proposed to combine ’thinking’ and ’doing’.










In late 1970s, product development companies like Toyota, Honda,Fujitsu, 3M, HP, Canon, and NEC were all using overlappingproduction phases

In 1990s, software industry abandoned waterfall-style development





These slides are designed to accompany Software Engineering: A Practitionerʼs Approach, 7/e (McGraw-Hill, 2009) Slides copyright 2009 by Roger Pressman. ! 2!

The Manifesto for Agile Software Development!


What is “Agility”?! Effective (rapid and adaptive) response to

change! Effective communication among all stakeholders! Drawing the customer onto the team! Organizing a team so that it is in control of the

work performed!Yielding …! Rapid, incremental delivery of software!


Agility and the Cost of Change!


An Agile Process! Is driven by customer descriptions of what is

required (scenarios)! Recognizes that plans are short-lived! Develops software iteratively with a heavy

emphasis on construction activities! Delivers multiple ʻsoftware incrementsʼ! Adapts as changes occur!


Agility Principles - I!1.! Our highest priority is to satisfy the customer through early

and continuous delivery of valuable software.!2.! Welcome changing requirements, even late in development.

Agile processes harness change for the customer's competitive advantage. !

3.! Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. !

4.! Business people and developers must work together daily throughout the project. !

5.! Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. !

6.! The most efficient and effective method of conveying information to and within a development team is face–to–face conversation.!


Agility Principles - II!7.! Working software is the primary measure of progress. !8.! Agile processes promote sustainable development. The

sponsors, developers, and users should be able to maintain a constant pace indefinitely. !

9.! Continuous attention to technical excellence and good design enhances agility. !

10. Simplicity – the art of maximizing the amount of work not done – is essential. !

11. The best architectures, requirements, and designs emerge from self–organizing teams. !

12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.!


Human Factors! the process molds to the needs of the people and

team, not the other way around! key traits must exist among the people on an

agile team and the team itself:! Competence.! Common focus.! Collaboration.! Decision-making ability.! Fuzzy problem-solving ability.! Mutual trust and respect.! Self-organization.!


Extreme Programming (XP)! The most widely used agile process, originally

proposed by Kent Beck! XP Planning!

Begins with the creation of “user stories”! Agile team assesses each story and assigns a cost! Stories are grouped to for a deliverable increment! A commitment is made on delivery date! After the first increment “project velocity” is used to

help define subsequent delivery dates for other increments!


Extreme Programming (XP)! XP Design!

Follows the KIS principle! Encourage the use of CRC cards (see Chapter 8)! For difficult design problems, suggests the creation of “spike

solutions”—a design prototype! Encourages “refactoring”—an iterative refinement of the internal

program design! XP Coding!

Recommends the construction of a unit test for a store before coding commences!

Encourages “pair programming”! XP Testing!

All unit tests are executed daily! “Acceptance tests” are defined by the customer and excuted to

assess customer visible functionality!


Extreme Programming (XP)!

unit testcontinuous integration

acceptance testing

pairprogramming

Release

user stories values acceptance test criteriaiteration plan

simple design CRC cards

spike solutions prototypes

refactoring

software incrementproject velocity computed


Adaptive Software Development! Originally proposed by Jim Highsmith! ASD — distinguishing features!

Mission-driven planning! Component-based focus! Uses “time-boxing” (See Chapter 24)! Explicit consideration of risks! Emphasizes collaboration for requirements gathering! Emphasizes “learning” throughout the process!


Adaptive Software Development!adaptive cycle planning uses mission statement project constraints basic requirementstime-boxed release plan

Requirements gathering JAD mini-specs

components implemented/tested focus groups for feedback formal technical reviewspostmortems

software incrementadjustments for subsequent cycles

Release


Dynamic Systems Development Method! Promoted by the DSDM Consortium (www.dsdm.org)! DSDM—distinguishing features!

Similar in most respects to XP and/or ASD! Nine guiding principles!

• Active user involvement is imperative. !• DSDM teams must be empowered to make decisions.!• The focus is on frequent delivery of products. !• Fitness for business purpose is the essential criterion for acceptance of

deliverables.!• Iterative and incremental development is necessary to converge on an accurate

business solution.!• All changes during development are reversible.!• Requirements are baselined at a high level!• Testing is integrated throughout the life-cycle.!


Scrum! Originally proposed by Schwaber and Beedle! Scrum—distinguishing features!

Development work is partitioned into “packets”! Testing and documentation are on-going as the

product is constructed! Work occurs in “sprints” and is derived from a

“backlog” of existing requirements! Meetings are very short and sometimes conducted

without chairs! “demos” are delivered to the customer with the time-

box allocated!


Crystal! Proposed by Cockburn and Highsmith! Crystal—distinguishing features!

Actually a family of process models that allow “maneuverability” based on problem characteristics!

Face-to-face communication is emphasized! Suggests the use of “reflection workshops” to

review the work habits of the team!


Feature Driven Development! Originally proposed by Peter Coad et al! FDD—distinguishing features!

Emphasis is on defining “features”!• a feature “is a client-valued function that can be

implemented in two weeks or less.”! Uses a feature template!

• <action> the <result> <by | for | of | to> a(n) <object>! A features list is created and “plan by feature” is

conducted! Design and construction merge in FDD!


Agile Modeling! Originally proposed by Scott Ambler! Suggests a set of agile modeling principles!

Model with a purpose! Use multiple models! Travel light! Content is more important than representation! Know the models and the tools you use to create them! Adapt locally!

Agile Development (I)

Extreme Programming

XP: http://extremeprogramming.org/rules.html, refactoring:http://www.refactoring.comIndustrial XP: readiness, community, business justification, progressmanagement, retrospective logs, process improvement(http://industrialxp.org)Problems: requirements volatility, multiple customers, informalness,lack of formal design

Adaptive Software Development (ASD)

collaboration: constructive criticism, assist each other, work as hard asothers, have required skills, communicate(http://www.adaptivesd.com)


http://extremeprogramming.org/rules.html

http://www.refactoring.com

http://industrialxp.org

http://www.adaptivesd.com

Agile Development (II)

Scrum

Created by Schwaber and Sutherland, 1995(http://controlchaos.com)Term comes from rugby

Dynamic Systems Development Method (DSDM)

80% of project can be done in 20% time (exponential curve)(http://www.dsdm.org)feasibility, business, functional iteration, design/build iteration,implementation

Crystal

maneuverable models for specific types of projects


http://controlchaos.com

http://www.dsdm.org

Agile Development (III)

Feature Driven Devel. (FDD)

features ' user stories(http://www.featuredrivendevelopment.com)

Lean Soft. Devel (LSD)

Adapted from the Toyota Production SystemTrim the fat, delay decisions, just-in-time delivery.Use Kanban boards: visual system with cards (David Anderson, 2003)

Agile Modeling (AM)

http://www.agilemodeling.com


http://www.featuredrivendevelopment.com

http://en.wikipedia.org/wiki/Lean_software_development

http://en.wikipedia.org/wiki/Kanban_(development)

http://www.agilemodeling.com

Choose your Agile flavors

What is Scrum?

In 1993 Jeff Sutherland borrowed term “scrum” from Takeuchi andNonaka, “The New New Product Development Game” HarvardBusiness Review, 1986.Takeuchi and Nonaka compare high-performing, cross-functionalteams to the scrum formation used by Rugby teams.

What is Scrum?

In rugby, scrum is the power struggle between two teams to advanceon the field.It requires complete teamwork, hard work, and strength. Thatmeaning translates to software development.

Also see original article, Scrum Alliance.

http://itsadeliverything.com/rugby-is-a-better-analogy-for-agile-delivery-than-scrum

http://www.scrumalliance.org/why-scrum

Some Agile Statistics

State of Agile Survey 2012 (local copy), VersionOne:84% of developers use Agile69% companies use Agile at least in 25% of projects


http://www.versionone.com/state-of-agile-survey-results/

http://mathcs.emory.edu/~cs540000/resources/7th-Annual-State-of-Agile-Development-Survey-2012.pdf

http://www.versionone.com

Agile Dev Survey

Agile Methods & Practices

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Fact/FallacyTidbit

•  Fact6Newtools&techniquescauseanini1allossofproduc1vityand/orquality

•  Discussion–  OperaHonalchangesmadetodayforimprovedproducHvitytomorrow–  LearningcurvecausesproducHvity/qualitylossunHltoolortechniqueisfully

mastered–  Thisgapposesdilemma:

•  Timingofthechange(whencanwedothis?);•  EvaluaHngexpectedbenefits;•  Costtomakethechange;•  DuraHonoflearningcurve(proporHonaltobenefit);•  CollecHngmetricstoevaluatedecision(oncefullyadopted)

–  Realbenefittypicallybetween5%and35%(seeFact5,nextlecture)

FromRobertGlass,“Facts&FallaciesofSoCwareEngineering”

CS‐584/Fall2009/EmoryU 3

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