Manifesto for Agile Software Development

1. Manifesto for Agile Software Development We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation 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 left more. http://agilemanifesto.org

2. We follow these principles: Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business people and developers must work together daily throughout the project. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Working software is the primary measure of progress. Agile processes promote sustainable development. The sponsors, developers, and users should b be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good design enhances agility. Simplicity--the art of maximizing the amount of work not done--is essential. The best architectures, requirements, and designs emerge from self-organizing teams. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior [sic] accordingly.

3. What Does It Mean To Be Agile? • “Programmer Power” • Deliver Quickly • Change Quickly • Change Often • Communicate • Customer Involvement • (This is not about a particular practice or process. It’s a frame of mind.)

4. Capability Maturity Model (CMM) • Most software organizations maturity level is Chaotic (CMM level one) and only a few are Optimized (CMM level five). • 18 key process areas and 52 goals for an organization to become a level 5 organization. • CMM focuses mainly on large projects and large organizations, but can be tailored to fit small as well. • The goals of CMM are to achieve process consistency, predictability, and reliability.

5. 1) Initial. The software process is characterized as ad hoc, and occasionally even chaotic. Few processes are defined, and success depends on individual effort and heroics. • 2) Repeatable. Basic project management processes are established to track cost, schedule, and functionality. The necessary process discipline is in place to repeat earlier successes on projects with similar applications. • 3) Defined. The software process for both management and engineering activities is documented, standardized, and integrated into a standard software process for the organization. All projects use an approved, tailored version of the organization's standard software process for developing and maintaining software. • 4) Managed. Detailed measures of the software process and product quality are collected. Both the software process and products are quantitatively understood and controlled. • 5) Optimizing. Continuous process improvement is enabled by quantitative feedback from the process and from piloting innovative ideas and technologies.

6. What Does It Mean To Be Mature? • CMM maintains that software development is a defined process • defined in detail • results can be accurately measured and predicted • measured variations can be used to refine the processes • until they are repeatable with very close tolerances.

7. Can one be agile and mature? • For projects with any degree of exploration (risk) at all, Agile developers just do not believe these assumptions are valid. • Too much documentation (say the Agile developers)

8. However… • Ensuring that Agile Rules and Practices are taught to new developers on the project; • Ensuring that Agile Rules and Practices are followed by everyone; • Escalating to decision makers when Agile Rules and Practices are not followed and not resolved within the project; • Measuring the effectiveness of Agile Rules and Practices; • Providing visibility to management via appropriate metrics from prior project QA experience; • Knowing when Agile Rules and Practices need to be adjusted; • And having an independent person doing the above, • Makes an Agile project CMM level 2.

9. Is “Agile” Glorified Hacking? • “Usual” processes (Waterfall and Spiral) stress lengthy upfront planning phases and extensive documentation. • Agile Methods shift these priorities elsewhere. • System design to evolves over iterations through refactoring. • Is this hacking?

10. Is this what hackers do? • Refactoring • Design patterns • Comprehensive unit testing • Pair programming • Rapid product delivery • Low defect levels • Flexibility

11. Is (are?) Your Organization Ready for Agile Methods? • Conceptual fit • Business characteristics • incrementally? • motivation • support • resources • volatility

12. Are (is?) Your Organization Ready for Agile Methods? • Stable requirements? • Champion • Training • Empowered customer • committed • knowledgeable • collaborative • …..

13. And Finally… • Size is a problem • Criticality • Partial adoption