History of Agile

1. History of Agile Quick introduction into the History of Agile development, as we see it after almost few decades from its inception. Radu Poenaru Ijaz Ahmet

2. Intro • Basic ideas of the Agile technique: • Recalibrate itself • Adaptive result • Customer gets quick updates • ... And gives quick feedback • Thus the programmer‘s work is useful to the cliend and both time is used to the maximum

3. Roots • Around 1950 the methodology was created - Toyota factory was the first adopting • Build products only for which you have a customer • Eliminate anything that doesn‘t add value • Stop if something goes wrong

4. Toyota‘s values A real philosophy of work, which: • respects those engaged in the work • strives for full utilization of workers’ capabilities • places authority and responsibility for the work with those doing it

5. Hardware vs Software • Applying Toyota techniques to software industry is not so easy nor efficient • While a steel plate can‘t be recomposed after cutting, a piece of code can be easily cut and pasted • The workers can‘t specialise enough in one direction (eg design) without loosing the big picture • Fast and addapted techniques were developed - „Time is money“

6. Planning VS Agile • eXtreme Programming • Reusability • Easy to change direction • But no idea of next 6 months • Waterfall model: • Predictive model • Optimized for a single purpose • Hard to change

7. Agile technique • Sprints – reccuring periods in which code is created • User gets the build and starts reviewing it • Feedback from user to the team • Thus, team is kept on the right path

8. Methodology … is a family of development processes • Individuals and interactions over processes and tools • Working software over comprehensive documentation • Customer collaboration over contract negotiation • Responding to change over following a plan

9. SCRUM • one of Agile processes • use incremental framework for developing complex software • managing new products • considered more like a framework in which you can employ various processes and techniques • Key principle: during a project the customers can change their minds

10. Managing complex products • Transparency • The outcome of the product should be visible to the manager who is managing the outcomes. Also each process that affect the outcome of the product also should been visible to the managers. • Inspection • Various aspects of the process must be frequently inspected regularly so that quality of work and peoples can be seen. • Adaptation • If the inspection process find outs some process are outside the scope of the product or the outcomes will be unacceptable, then the inspector should response quickly and adjusts the process or data being used in the process.

11. Partners • Product Owner (Also known as chickens) • is responsible for the communicating version of the product. • Scrum Master • Scrum manager provide cooperation between the product owner and team. • Team (Also known as pigs) • It’s the team which performs work or sprint- usually there are many teams working on their sprints and each team consist of 5 to 9 cross-functional members.

12. SCRUM terms • The Sprint • Sprint is one iteration. Project is dived into small workable sprints which take 2 to 4 week durations, no change to the sprint backlog • The Backlog • list of requirement from product owner based on their priorities - after every sprint, backlogs are updated. • The Sprint Backlog • the information how this sprint going to be implemented- process/features are broken down in to small tasks (6 to 8 hours) for teams.

13. SCRUM terms (2) • The Time Boxing • Everything in scrum is time-boxed - It’s about release planning meeting, sprint planning meeting, sprint review and daily scrum meetings. • The Daily Meeting/Scrum • also called as "the daily standup“ - 15 minutes and all peoples are welcome to join but only the teams (pigs) are allowed to speak. This meeting has only 3 questions to answer • What you done yesterday? • What you will do today? • Do you have issues which are stopping you doing this job?

14. Coverage • first applied to software development • but then successfully used in big industries • now it used for developing any kind of product. • the best part of SCRUM as compared to other agile process that it introduces the idea of real world progress of a project not just the best guess on unknown information.

15. eXtreme Programming • is about project management, practices and programming methodologies for • rapidly developing • high quality software • for the customer • in fastest way possible

16. eXtreme Programming(2) • whole process is visible and accountable • developers program in pairs • show concrete progress in the form of deployable software • development includes extensive code review • unit testing of all the code

17. XP - activities • Coding • First test, then code • Code integrated often to avoid changes in main product later • Testing • The process that says when development is done • Ensures that software meets client requirements • Listening • Customer is participating in all stages • Clarify and sharpens the team‘s perception on requirements • Designing • Reduces the code complexity by analysis • Ensures that all pieces of code are efficiently tied together

18. XP - values • Communication • documentation is not a core value or at least a very little – the communication increases cooperation, group productiveness, and decreases mistakes • Simplicity • implement the simplest solution or write code which you believe will be rewrite for extra functionality. • Feedback • Kent : "Optimism is an occupational hazard of programming, feedback is the treatment." -feedback keeps the project on track. • Courage • make decisions and assume their responsibility - change direction by either discarding or re-factoring your work. • Humility/Respect • The best developers have the humility to recognize that they do not know everything, that their fellow developers also have their own areas of expertise.

19. eXtremeProgramming • Core practices of XP • Pair Programming: All code is written by 2 programmers • Planning Game: Stories from Business and development cooperate • Small Releases: There is a short time between versions • Continuous Testing: Before you write a program for features, you write a test for it

20. eXtremeProgramming • Core practices of XP • Simple Design: Always use the simplest possible design that gets the job done • Re-factoring: You cannot leave the duplicated code around. • Collective Code Ownership: No single person "owns" a module. • Continuous Integration: Code addition and changes are integrated into the codebase after few hours or at least daily.

21. eXtremeProgramming • Core practices of XP • Coding Standards: Everyone codes to the same standards. • Forty Hour Week: Programmers go home on time and enjoy weeks too. • On-site Customer: The customer should be available for answering questions any time for developers.

22. Comparison of techniques • XP is more toward rapid programming, scrum is more of team work and Toyota production system is organized manufacturing and logistics for the manufacturer. • XP consists of five values and 12 common practices. Scrum development process is divided into 2-4 weeks sprints

23. Comparison of techniques • scrum allows to start development even if you are uncertain about what the clients wants. • Toyota production system does not have power to stand against issues instead it stop.

24. Comparison of techniques • Scrum allows to combine it with XP to make good combination of speed programming.

25. Conclusion • Decision of technique is depends on situation. • Scrum is independent of software development while XP is for speed programming • TPS reduces the element of waste and overburden. • Each process has its own benefits and can be combined in best situations.

26. Thank You!!!