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The Current Conversation in Agile Software Development April-2004

The Current Conversation in Agile Software Development April-2004. Alistair Cockburn. http://alistair.cockburn.us. History: Alistair’s view of agile development emerged from studying successful project teams. 1991-94 “Grounded” studies of project teams

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The Current Conversation in Agile Software Development April-2004

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  1. The Current Conversation in Agile Software DevelopmentApril-2004 Alistair Cockburn http://alistair.cockburn.us

  2. History: Alistair’s view of agile development emerged from studying successful project teams. • 1991-94 “Grounded” studies of project teams • in order to design a new methodology • (cf. Kitchen Stories) • Tested on a medium fixed-price, fixed-scope project • (15M$, 50-people, 18-months) • Agile techniques selected for efficiency reasons • (not “changing requirements”)

  3. Moving to April 2004Agility for efficiency Anonymization & blendingExecutive support Agile meets SEI, PMI, Mil.Crystal as “properties” rather than “procedures”

  4. Myths continued5. Agile is an all-or-nothing affair • Agile is an attitude and prioritized value set: • Project steering based on the integrated code base • Rapid feedback on product & process • People as a value center • Creativity in overcoming obstacles • (Low bureaucratic overhead) • Alternative priorities are to be : • predictable, low cost, defect-free, low liability, ... • It delivers process efficiency & maneuverability. • and predictability, oddly enough) • Not every team values or prioritizes those items: • You can blend them to the extent they are not in conflict.

  5. Scope Process Time Resources Unexpected benefit from the agile approach: improved efficiency Process efficiency is the 4th side to the “iron triangle”

  6. Agile methods are being blended and anonymized • Inside agile projects, blending XP, Scrum, Crystal, FDD, ... • Outside agile projects, blending agile ideas into CMM, ISO, Mil., FDA • Asymmetric: Easier to blend agile into CMM than vice-versa • (Ref: Boehm at USC, IEEE initiative, pharmaceuticals)

  7. At least half of the agile approach resides in the executive suites • Colocation, access to users, frequency of deployment • (ref. Tomax customer involvement) • Executive track at Agile Development Conference • Executive round table in Salt Lake City • Executive meeting at pharmaceutical • Execs see this as a “natural” approach • “Early deliver of business value” • -- their upper-level IT managers are the resisters • “What can we do from our side?”

  8. Agile meets PMI, CMM, Mil, Systems Engr, Pharma

  9. Visibility Nourishment from Executive Sponsors (decisions, money) Community (communication, amicability) Focus (known priorities, focus time) Incremental development & Reflection People (abilities, motivation) PMI: Role of the Project Manager on agile projectsPull in support, motivate team, block interrupts. Typical failure point in overly aggressive agile projects is forgetting this critical pathway of the PM Sponsor(s) Interruptions Decisions$ X PM Communication Amicability Priorities Focus time Skills development Motivation Reflection developers

  10. 130 120 110 100 90 80 70 60 50 40 30 20 10 0 1 2 3 4 Burn-down & Burn-up charts are core in agile . . . # story points stilal to complete

  11. 130 120 110 100 90 80 70 60 50 40 30 20 10 0 1 2 3 4 # story points still to complete (append new vertical after each iteration, when scope or estimate changes)

  12. # features still to complete 21 append new vertical after deadline for added scope 0 Deadline Day x Time

  13. Agile meets Systems Engineering: Predictability & Visibility The burn-up / earned value chart is accepted by agilists, Mil. & CMM! “Burn-up” chart a.k.a. Earned Value chart Ship equipment Assign equipment Prepare equipment Complete open orders Tool disas sembly Mod recap Import calibration Part attachment File attachment Failure diagnosis 1/1 2/1 3/1 4/1 5/1 6/1 7/1 8/1 9/1 10/1 Nov 1

  14. Crystal Methodologies are property-based, not procedures/practices-based (Project Safety focus) ` • 1 Frequent Delivery • 2 Close (Osmotic) Communication (Crystal) • 3 Reflective Improvement • 4 Focus (priorities & time) • 5 Personal Safety (precursor to Trust) • 6 Easy Access to Expert Users • 7 Configuration management • 8 Automated regression testing (Environment) • 9 Frequent integration • Summation Property: • 10 Collaboration across organizational boundaries • (xxx procedures may not delivery the properties.) • The properties are more important

  15. Conversations of the moment, April 2004: • Agility for efficiency • Agile methods are not just for fast-changing requirements • Anonymization & blending • Most agile methods in use are unnamed blends • Executive support • Execs want early delivery of business value... • ... control team location, furniture, access to users, ... • ... are hampered by their own lack of authority! • Agile meets SEI, PMI, Mil., Systems Engr. • Can mix agile elements into each of them selectively • Burn-up / earned value charts is a shared vocabulary • Crystal Methodologies • Described by targeted properties rather than procedures

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