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Agile Methodology & Programming

Agile Methodology & Programming. Ric Holt July 2009. Reaction to “Pure” Waterfall Model. Around 1990 , writing and discussion of more fine grained and more adaptive methodologies. Need for faster development, notably when spec is not well known and teams are small.

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Agile Methodology & Programming

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  1. Agile Methodology & Programming Ric Holt July 2009

  2. Reaction to “Pure” Waterfall Model • Around 1990, writing and discussion of more fine grained and more adaptive methodologies. • Need for faster development, notably when spec is not well known and teams are small.

  3. Agile Programming [2001][Wikipedia] • Development methodology based on • Iterative development • Collaboration • Self-organizing teams • Goal: New release at end of each interaction • Ideally: face-to-face team interactions • Ideal team size: 7 +/- 1 • Daily meetings/interactions, perhaps with client

  4. Definition of the term “manifesto” • A public declaration of principles, policies, or intentions, especially of a political nature.

  5. Agile Software Development = Agile Manifesto [2001] • Individuals and interactions over processes and tools • Working software over comprehensive documentation • Customer collaboration over contract negotiation • Responding to change over following a plan

  6. Principles behind the Agile Manifesto • 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 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 accordingly.

  7. Extreme Programming • A software methodology • A type of agile programming • Has short development cycles (called boxes) & releases • Advocates: pair programming, ongoing unit testing, flat management structure, frequent communication among team & with customer

  8. Possible drawbacks of extreme programming [Beck 1996] • Lack of overall specification • (In)ability to scale up to large projects

  9. The game of rugby --- similar to American football • Scrum. Packs of opposing players push against each other for possession of the ball • Once a team gets the ball, it attempts to “sprint” to the goal line.

  10. The rugby scrum

  11. The rugby “sprint” wesleying.blogspot.com/2009/03/mens-club-rugb..

  12. Scrum Development [1986] • Scrum: incremental framework for managing complex work (such as new product development) commonly used with agile software development.

  13. Three major roles in scrum • ScrumMaster, who maintains the processes (typically in lieu of a project manager); • Product Owner, who represents the stakeholders; and • Team, a cross-functional group of about 7 people who do the actual analysis, design, implementation, testing, etc.

  14. Daily Scrum (15 minute meeting) • What have you done since yesterday? • What are you planning to do by today? • Do you have any problems preventing you from accomplishing your goal?

  15. Burndown chart http://www.xqual.com/resources/images/scrum_burndown_chart.gif

  16. Sprint Planning Meeting • Plan next 15-30 days • Select what work is to be done • Prepare the Sprint Backlog that details the time it will take to do that work, with the entire team • Identify and communicate how much of the work is likely to be done during the current sprint • Eight hour limit

  17. Sprint Review Meeting • Review the work that was completed and not completed • Present the completed work to the stakeholders (a.k.a. "the demo") • Incomplete work cannot be demonstrated • Four hour time limit

  18. Sprint Retrospective • All team members reflect on the past sprint. • Make continuous process improvement. • Two main questions are asked in the sprint retrospective: What went well during the sprint? What could be improved in the next sprint? • Three hour time limit

  19. Scrum diagram www.methodsandtools.com/archive/archive.php?id=18

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