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Agile Development Panel Discussion: What, Why and How

Agile Development Panel Discussion: What, Why and How. Dr. Ann Fruhling Ms. Beth Schmidt Mr. Alvin Tarrell. Introduction of Panel Members. Ann Fruhling, PhD Associate Professor ISQA, UNO, Peter Kiewit Institute Beth Schmidt

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Agile Development Panel Discussion: What, Why and How

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  1. Agile Development Panel Discussion: What, Why and How Dr. Ann Fruhling Ms. Beth Schmidt Mr. Alvin Tarrell

  2. Introduction of Panel Members • Ann Fruhling, PhD • Associate Professor ISQA, UNO, Peter Kiewit Institute • Beth Schmidt • Director, Applications Development, Farm Credit Services of America • Alvin Tarrell, MS MIS • PhD student, UNO, Peter Kiewit Institute “Traditional software development methods can take too long, cost too much, or lead to a solution to a requirement that is not in fact what the user really needed. Agile software methods . . . have the ability to evolve quickly to meet users’ real, as opposed to apparent, needs.”

  3. Overview of Presentation • What Is Agile Software Development? • Traditional Plan-Driven Software Development vs. Agile Software Development • Agile Software Development Philosophies • Overview of Scrum Project Management Methods • Overview of eXtreme Programming • Farm Credit Services of America • Organizational Readiness and Best Practices • Is Your Organization Ready for Agile Methods? • Best Practices in Launching Agile Projects

  4. Plan-Driven vs. Agile Methods

  5. Agile Four Key Philosophies • Importance of individuals and interactions are stressed over processes and tools. People are the most important success factor in software development. • Creating working software is more important than comprehensive documentation. Software documentation is important, however information transfer among coders is more effective. • Customer collaboration is valued over contract negotiation. Successful software development requires frequent communication and collaboration. • Responding to changing circumstances is valued over following a rigid plan. Long-term project plans are not adaptable; short-term plans provide more flexibility in responding to change. Widely used in the commercial sector, agile software development methods can streamline the systems development process and result in more reliable delivery of required functionality in less time.

  6. Overview of Scrum Project Management Methods Advantages of Using Agile Methods • Improves design process • Automates usage tracking • Improves timely delivery • Embraces unclear requirements Scrum is a project management method used by agile software developers. • Daily Scrum Meetings: emphasis on short daily meetings with the project team • Scrum Sprints: an increment release occurs within a time box known as a “sprint” • Time Boxing: the scrum methodology divides requirements into a set of discrete tasks assigned to groups.

  7. SCRUM

  8. eXtremeProgramming (XP) The 12 Principles of XP • System metaphor • Incremental Planning • Small releases • Simple design • Test-first development • Refactoring • Paid programming • Collective ownership • Continuous integration • Sustainable pace • On-site customer • Uniform coding standards The XP process is based on short development cycles characterized by: • Incremental planning, evolutionary design, and an ability to respond to changing business needs. • Productivity, flexibility, teamwork, minimal documentation, and the limited use of technology outside of programming. XP was originally designed for teams of up to 10 people.

  9. eXtreme Programming Flow

  10. Farm Credit Services of America How did we get there? • Pilot Project • Engaged Cutter Consortium • Presented recommendations to IT Steering Committee • Training and follow-up consulting • Reorganized IT – focusing on project resources • Implemented workspace changes • Full adoption in 2005

  11. Farm Credit Services of America Project Successes: • Appraisal system • Insurance system • Credit process revolution – Connect4 • Financial Analysis tools • Online Dealer tools

  12. Farm Credit Services of America How’s It Going? • More business input into the product • Unit tests/TDD • Old habits are hard to break • Testing methodology and learning curve • Inconsistency across teams…Agile Champion Team

  13. Is Your Organization Ready for Agile Methods? The experiences of a range of agile project teams underlined the importance for leaders to examine four fundamental aspects of their organization before embarking on agile transformation: • The state of the current organizational culture: Is it ready to embrace change? • The current IT infrastructure: Is it ready to invest in access to up-to-date technology and tools? • Management and leadership commitment: Is it ready to endorse the move to agile methods? • The transitional project selection: Is it ready to begin on a small, achievable project?

  14. For Initial Startup Select Agile team members with the specific attributes needed: Can-do attitude Experienced problem solvers Mutual trust Excellent communication and interpersonal skills Domain-knowledge expertise For Project Implementation Conduct initial and incremental planning meetings Conduct a pilot agile project Consider a la carte introduction of XP practices For Ongoing Development Designate an agile champion team Schedule open time Automate continuous testing Employ a migration control expert Exploit multiple forms of communication Provide access to the internet to research solutions Address classified environment challenges Best Practices in Launching Agile Projects These best practices were derived from interviews of 11 IT project teams from a range of organizations that had 1 to 4 years of experience in using agile software development practices. These included 7 DOD teams, 3 industry teams, and one university team.

  15. Best Practices for Implementing Agile Methods: A Guide for Development of Department of Defense Software Developers Report Authors: Ann L. Fruhling, Associate Professor Information Systems and Quantitative Analysis Peter Kiewit Institute University of Nebraska at Omaha afruhling@unomaha.edu, (402) 554-4968 Alvin E. Tarrell, PhD Student, Information Technology Peter Kiewit Institute University of Nebraska at Omaha atarrell@alum.mit.edu, (402) 850-0581 For free copies of the report, visit the IBM Center for the Business of Government website: www.businessofgovernment.org

  16. Contact Information • Ann Fruhling, PhD • afruhling@unomaha.edu • Beth Schmidt • schmidte@fcsamerica.com • Alvin Tarrell, MS MIS • atarrell@unomaha.edu

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