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STAFFORDSHIRE UNIVERSITY

Faculty of Computing, Engineering and Technology

Module - Strategic Planning and Systems Development CM30075-M

The assessment of agile methodologies and suggestions for further futuredevelopments in similar systems.

Students: TP024206, TP023980

Module Leader: Dr. W.A. Eardley

03.01.11

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ABSTRACT

Tday, when hanges in develment f tehnlgies takelae every day, many

sftwarergrammers have been trying tbetter Agile methdlgies. Thisaer serves as a an

adequate riview f shlarly artiles and bks. W rviw th gil mthds whih r mst

dumntd. We have als given ur views hw sftware develment might benefit frm agile

methdlgies. And there are sme suggestins fr future artiles.

1. INTRDUTIN

Every day hngs affet the way the sftware wrks faster than ever and bring vague

int writingrgrams, and reating newrgrams with mlex funtins started t takelae

mre ften. T deal with the mentined develments agile alliane gru with new methds

f wrk was reated. This new teamut frth fllwingriniles,

(htt://www.agilemanifest.rg):

Individuals and interatins ver resses and tls,

wrking sftware ver mrehensive dumentatin,

ustmer llabratin ver ntat negtiatin,

resnding t hange ver fllwing lan.

T name smergrams that fall under abve mentinedriniles are suh as eXtreme

rgramming (X) (Bek, 1999), rystal (kburn, 2001), Srum (Shwaber, 2004) nd

thrs, ll rviwd in (Abrahamssn et al, 2002). Agile dvlmnt mthds laim tbe gd

fit fr quikly hanging sftwares that als aear in the market quiker, sine they make the

risks lesser and derease time frrduts market aearane and als mbine high standard

f quality. But still the marisn f the resulting quality levels by Agile methds timensuming,bus fthir initil dvlmnt nditins s sttd in Sftware Quality and

Agile Methds, 28th Annual Internatinal muter Sftware and Aliatins nfrn

(Hu et al, 2004).

We rviw th gil rss mdls whih r mstly writtn but. By ding this w

srh fr nswrs t tw rsrh qustins:

1. Hw gil rss mdls r lid in sftwr dvlmnt?

2. Hw sftwr dvlmnt bnfit frm lying gil rss mdls?

rimary gal is t shw that agile methds uld be adated t sftware develments.This is dne t attrat intrst t gil mthds, in th sftwr mmunity. Th snd gl is t

rve that sftwr dvlmnt n bnfit frm gil mthds aliatin. W will ls

rvid nthr, dmnding, rstiv fr rss mdl dvlrs.

W d nt rmmnd ny rtiulr rss mdl r rss imrvmnt ln, but

giv n bjtiv nd intrdutry viw f th subjt.

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Th thrtil rt f this r is dn s litrtur srh. W hv hsn th mst

dumntd gil mthds t b rviwd. Sme f the subjets were riviewed frmaers and

artiles f valid sures.

aer has fllwing struture: Th send art deals with thery and litrtur rviw f

gil mthds. It als disusss th gil rh in marisn t systms dvlmnt. Th

thirdart gives verall summary. And the furhart nludes all the reviewed methds and

gives sme suggestins fr futureaers.

2. AGILE METHDS

Agile sftwre mdls tak the inrmentl ress mdls inarallel frfurthr

develments. Bek (Bek, 1999) desribes this transitin frm mre traditinal mdels t agile

as turning theress mdel sideways. Thugh agile methds have been fr a deade in

aademi wrld, it hasnt gained muh f an aliatin at first, but in last 4-5 years everything

hanged. Here, we wuld like t resent the riviewed materials:

2.1. Agile Manifest

In February f 2001, sme sftware develers ame tgheter t disuss their mdels,

and fund ut similarities in their wrk. After disussin, theseele ame u with a mmn

term fr thir ideas. They wnt n t frm Agile Alliane (htt://www.agilealliane.m) and

thy wrte dwn their ides as th Agile Manifest (htt://www.agilemanifest.rg).

Agile manifest sttes:

We are unvering better ways f develing sftware by ding it and helingthers d it.

Thrugh this wrk we have me t value:

- Individuals and interatins verresses and tools;

- Working software overomrehensive doumentation;

- ustomerollaboration overontrat negotiation;

- Resonding to hange over following thelan.

That is, while there is value in the items on the right, we value the items on the left mre.

Alistairkburn, theartiiant f that nferene and writerfth rystal Family

methdlgies tells in his bk (kburn, 2002), that thseraties havent been new, but

ratherunvered and ined dwn whilertiing the art f sftware devlment.

Theirriniles were based en being a user friendly sftware develers. What the

first value expresses is that we would rather use an undocumented process with good interactions

than a documented process with hostile interactions (Cockburn, 2002).

Th seond princile stresses un existing sftware. When ustmer asks fr seifi

sftware, develers ant send nly the design. Th wrking systm is the nly thing tht tells

yu what the tam hs built. Dumnts n be vry usful, but they shuld b usd lng with

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th wrds just enugh and barely suffiient. If yu r nt generting the d frm yur

mdls they re usd fr mmunitin and they d nt nd s muh detil.

Th third valu desribes th imrtne f llbratin, the dilgue between the

ustmer wh wnts the sftware and ths wh re building the sftwre. Althugh ntrts

are usful at times, llabrtin strengthens th develment whn a ntrt is in la and

when n ntrt exists.

The final vlue might be sn s the ky int f agile mthds, sine it sttes the

imrtan f being rady t rt t hange. hnge is almst inevitble in sftwre

develmentrjts. hange my han in business, stff, sheduls, ririty nd s n. Agile

methds use shrt inremnts t devl de. It is mmn tht between thse inremnts the

mangement hange th urse f the rjt, s an be seen in Fig. 1.

Fig. 1. Dsribing the efft f welming the hange (Cckburn, 2002)

The lsing sntene ints ut tht Agile Alliane is nt sying that sftware hs bn

develed bdly in th ast. Agile Alliane still regnizs the valu f tls, rsses,

dumenttin, ntrt and lns.

Agile alliane further agrd n 12 rinils, listd belw.

Agile Manifest rinile Exlnatin

Satisfy ustmer thrugh early and frequent

delivery f valuable sftare

Yu nt shi seifitins r UML mdls

if th ustmer hs rdered sftwre.

Welme hanging requirements even late in

therjet

Rther than resist hnge, the agile rah

strives t ammdte it as esily andeffiintly s ssibl.

Kee delivery yles shrt (e.g., every ule

f weeks)

Eh delivry shuld hve sme dditinl

vlue t ustmr, but delivr is nt the sm

as relese.

Businessele and develers wrk tgether

daily thrughut the rjet

High levl view f requirments is nt nugh

fr dsign and ding, s the g is lsd with

frquent intertin between th business

ele nd the develrs. el wh re

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uthrized t mke deisins are usully als

mre mtivted.

Buildrjets arund mtivated individuals el re the ultimte suss ftr fr a

rjet. Disins must b mde by the le

wh knw th mst but the situtin.

lae emhasis n fae-t-fae mmuniatin In dditin t the lk f dumenttin, the

lk f understnding is mmn us fr

rblms. Evn thugh rgrmmers writede, thy re nt writrs.

Wrking sftware is the rimary measure f

rgress

Itertive develmentrvids milestns nd

urate mesures frgress. By delivring

ftn the detils f requiremnts n be

tured.

rmte sustainable develmentae Hking uts glmur t lng nights nd

weekends, but gile methds need lert ele

nd thse lng nights dnt tually rvide

greter rdutivity nywy.

ntinuus attentin t tehnial exellene

and gd design

Gd design is fundmental sine the design is

ntinuus tivity in gile rjet.

Simliitythe art f maximising the amuntf wrk nt dne - is essential

In n agile rjet, it's rtiularly imrtnt tuse simle rhes, beuse they're easier

t hnge. It is easier t dd smething t

smething simle, thn t tke awy smething

frm smething tht is mlex.

The best results emerge frm self-rganizing

teams

The best rhiteture, requirements nd design

emrge frm tams in whih intertins re

high and therss rules re fw.

Team reflets regularly where and hw t

imrve

An gile tem ntinuusly rfines its ress

nd methds t imrve nd t mth the

hnging irumstnes.

2.2. X (Extreme rgramming)

Kent Bek, the funder f Extreme rgramming (XP), desribs the mthdlgy as

lightweight methodology for small-to-medium-sized teams developing software in the fae of

vague and rapidly hanging requirements. (Beck, 2000; Beck and Fowler, 2000) X uts

tgether the 12 knwn best raties fr sftware devlment, and taks them t xtreme

levls. These ratis exlr gd ld rinipls like de reviws, tsting, arhitture design

t. in a new way. The practices support each other. The weakness of one is overed by the

strengths of others, Bek explains.

Th philshy and th 12 ratis are wrad arund fur valus: mmuniatin,

Simliity, Feedbak and urage.

mmuniatin. Bek says that rblems with rjets an invariably be traked t be

aused by lak f mmuniatin. Many f th Xsratis, metahr, lanning game,air-

rgramming and ding standard,rmt mmuniatin betwen rgrammrs, ustmrs

and managrs.

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Simliity. The snd value an b summd in questin What is th simlst thing tht

uld ssibly wrk? X tm will d just tht with thirsimle designrati. rding t

X hilshy it is btter t d a siml wrking thing tdy and ay a littl xtra in the futur

t hang it, than it is t mak a mliatd, rusble thing and y fr it tday, but mayb

nevr use it in the futur.

Feedbak. X emhasizs the efft f fedbak. Fedbak is givn all the tim during

therjt. rgrammrs get fedbak in minuts r evn snds frm thirunit testing. n-

site ustmergts fedbak abut nw usr stris immediatly in frm f ffrt estimats. Th

rdut is ut t rdutin insmall releases as sn as ssibl t get fedbak and s n.

lletive de wnershi and ntinuus integratin furthrmre hl t gt immediat

fedbak. Fedbak f urs is strngly rlated t gd mmuniatin.

urage. The tam neds urag t exute all th X ratis in thir extreme levl.

rgrammrs shuld have urag t refatreven whn it mans a havy arhittural hang.

Thy shuld hav urag t thrw away bad d, evn if it wrks.

X als rmts sustainabl devlment sed. Th 40-hur weeksurts this.

By bing art f an Extrme tam, yu sign u t fllw th ruls. But thyre just ruls.

Th team an hang the ruls at any tim as lng as thy agre n hw thy will assss the

effts f the hang.

2.3. SRUM

Shwaber and Beedle (2002) sy tht their ress mdel, Srum, exets every ress

t be unexeted. By tht they men tht Srum adts t evry situtin and rets t ny

hnge with ntural feel. Srum tkles the mangement rblem f sftwre develment. s itdes nt ddress anyartiulr sftwre develmentrtie it an wrk as a frmewrk.

Schwaber and Beedle (2002) exrss this s if practices were candy the Scrum is the wrapping

paper fr candy.

Srum divides the develment int 30 day lng inrments, alld Srints. ah srint is

lannd in a Srintlanning Meetingand th rsults f a srint ar demnstratd and fedbak is

givn in Srint Review Meeting.

The rl f requiremnts managemnt is layd by therdut Baklg. The ustmer

nd hsenrjet wnerwill mdify nd riritiz th rdut Baklg during th whl

rjt.

Srints re guidd with Srint Baklgs whih re drwn frm rdut baklg fr eh

srint t the tim. Hw th tual srint is t be exuted is lft mletly t Srum Team t

deid. The Srum Mastertaks the rle f a h f the Srum team. This is nrmlly filld by

arsn wh is trditinally lled a rjet manager r a team leder.

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Fig. 2. Srum (htt://www.methdsandtls.m)

2.4. The rystal Methdlgies

Alistair Cockburn highlights th ft tht n ne ress size fits all rjets (Cckburn,

2002). H mdls this with a digram where the hrizntal axis resents the number f ele.

Thse ategris are shwn with diffrent lrs. In his bk Cockburn exlins tht the lurs

ntinu lear, Yellw, range, Red, Magenta, Blue, Vilet, nd s n. This is du t the

mtahr f rystals. Mving right n th hrizntal axis, twards a drker lur, mans mr

ele t rdinate and thus a ned fr a heavierrss. Mving u n th vertial axis mans

mre sevre ssible lss aused by a failur in the systm under devlment. This mans us

f mre rigr rss nd mre remny, mening mre frml rties. The levls f

ssibl lss re mfrt, Disretinary Mney, Essential Mney and Life.

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Fig. 3. The rystal Family f Methdlgies. ne hrateristis f rystal is its intntinal sling t

rjts based n siz and ritiality. The largr a rjet gets (frm left t right), the darkr the lur.

(htt://www.devx.m/arhitet/Artile/32836/1954)

In his artil (Cckburn, 2002) Cckburn widns the diagram t nsist team sizes u t

1000ersns. H ls intrdus a third dimensin t the diagram as lanes whih resent the

idea tht rjets run t different ririties, sm riritizing fr rdutivity, sm fr lgal

liability, and thrs fr st, rditability, agility, and s n.

Th tw ruls, r elemnts, mmn t th rystal Family ar; the rjet must be

inremental develment and the team must hld re- andst-inrement refletin wrkshs.

The saml methdlgis givn are tailrd by the tam whil wrking n a rjt. Fr

thisurs th tw bas tehniqus in rystal ar th methdlgy-tuning tehnique nd

tehniqu fr hlding refletin wrksh.

Substitutin f elemnts frm similr methdlgis is ermittd. Fr examl, th team

uld deide t use Srum time-bxing and dynami riritizatin liies, daily stand-u

meetings,airrgramming frm X, and s n (Cockburn, 2002).

2.5. Adative Sftware Develment

Highsmithresnts guidelins fr managing large, mlexrjets with adative

arah (Highsmith, 2000). H resnts lts f things tht uld hl therjet t sueed, butds nt address the hw art f the rblem in deth.

Therss is guidd with thre hass; Seulate, llabrate andLearn. H ls

emhasizs th ft tht larger, mre mlex,rjets need mre rigr. Furthr h embds th

adative arah t mmn hase-gateress mdel by relaing wrk-rdut with trm

wrk-state, t dsribe artial develment f an item.

Highsmith givs fiv haratristi f ASD:

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- Adative yles are missin-driven

- Adative yles are mnent-based

- Adative yles are iterative

- Adative yles are time-bxed

- Adative yles are risk-driven and hange-tlerant

Fig. 4. ASD (htt://qualityguru.wrdress.m)

Seulate. lnning bems sulating, nd it is mst likly t b wrng nyway.

Dviatins guid us twrd the right slutin. Th wrd seulate indites tht we ar

lnning t the bst f ur ability at the mmnt.

llabrate. In ntrst t llabrtin, mmunitin is ssiveit trnsfers

infrmatin, with intnt t infrm. llabratin is tive it requirs ative rtiiatin, with

intnt t add vlue.

Learn. ASDrmts lerning trugh differnt ways f fedbak ls. Learning mans

gaining mstery thrugh exriene.

Wrk-state. ASD diffrentiates frm hase-gate stylerss mdels in tht instad f

rquiring a ertin wrk rdut t b rady at a milestne r gate, an dditinal armeter is

givn t all wrk rduts. This is th stat f th rdut. This wy the mdl an use rtialinfrmtin t red. Highsmith rss five sttes t be usd; utline (netual), Detail

(Mdel), Reviewed (Revised) and Arved (Available).

2.6. DSDM

Dynami System Develment Methd (DSDM) is a frmewrk fr raid aliatin

develment (RAD) nd is mintained by th DSDM nsrtium (htt://www.dsdm.rg/).

DSDMrss nsists f fiv hses:

- Feasibility study

- Business study

- Funtinal mdel iteratin

- Design and build iteratin and

- Imlementatin

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Th last thre hases re itertive and inrementl. The fundamentl ide behind the

DSDM is t first fix th munt f resurs and tim, and thn sale th funtinl

requiremnts t tht.

DSDMuts wight t rttying. Th first rttye my be rated as erly as in

fesibility study hse. Businss study hse will rdu a rttying strtegy and during th

nxt tw hses the rttye will evlv and be nstntly reviewd by the ustmr. Th

devlment tkes advntage f time-bxing tehniques.

Devlment rls in DSDM ntin develers, team leaders, tehnial rdinatr and

rjet manager. Team leader is bsially a mr exeriend develer whil the tehnial

rdinatr is rsnsible fr th sftware arhiteture and quality issues. rjet manager n

me frm usr mmunity r frm IT.

DSDM is sid by its uthrs t be mre suitble t business dmain than t engineering

r sientifi aliatins.

2.7. Feature-Driven Develment

Feature-Driven Develment (FDD) (almer and Felsing, 2002) is nstrutd f five

sequentil resss:

- Devel an verall mdel

- Build a features list

- lan by feature

- Design by feature and

- Build by feature

Agile devlment is surtd in the lst tw resses, design and build by feature,

wher iterative devlment f a systm is dne. The ky rls in FDD inlud rjet manager,

hief arhitet, develment manager, hief rgrammer, lass wner and dmain exerts. A

rsn an have multil rls in a rjt, r a singl rle an be layd by number f le. It

is wrth t mntin tht the hief arhitet ds nt just deliver the arhiteture t rgramming

team. Instad h stys with the rjet until the nd, and is rsnsible fr all final dsign issus.

FDD differs frm ther agile methds in tht rding t (almer and Felsing, 2002) it

is ls suitable fr ritial systems.

2.8. yles f ntrl Framewrk

The yles f ntrl Framewrk is intnded t mbine business and ress

management thrugh Fur yles f ntrl (Rautiainen, Lassenius and Sulonen, 2002). The

yls and related tim sales are illustratd in Fig 5.

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Fig. 5. The yls f ntrl frmewrk (Rautiainen, Lassenius and Sulnen, 2002)

The siz f yles rersents th time-bx whih n f these fur yles is tking. Th

biggr the rdius is the lngr is the ntrl rid.

Strategi yle. Th lftmst yle is ting as an intrfae betwen business

management and sftware (r system) develment. It ntins the rganiztin levl lng trm

lanning fr s and timing f rdut relases. Strategi yle is whre majr thnlgy

disins are mde. Th rdut lin f an rganiztin is defind here, s is the verll visinsttement fr a single rjet. rties lik Xs Metahr r Srums rdut Baklg my be

usd in a Strategi yle. Strategi yle rates a relase rjt lan r a rdut nd

thnlgy rad m.

Release yle. Th nxt ntrl yl fuses n a singl releas. Th main tivity is t

rate a mre detiled lan t exute a relase defined in th rvius ntrl yle. This

inluds mking a time shedule fr itratin yles neded t get th riritized fatures in t

th rdut. The yles f ntrl frmewrk llws flexibility fr hsing ither t dsign fr

features r dsign fr deadline. Th Release yle is th hase whre this deisin is mad.

Release managemnt may rlng itertins r dd ele t the rjt as sen rr. Release

yle rates lans fr itratin shedul and mthds f rrting t Strategi yle.

Iteratin yle (Srint). Th funtin f n Iteratin yle is t rdu a wrking

rdut with dded value t rvius vrsin. Within itratin yle th requirments frm th

rvius yle ar brkn further dwn t smll tsks t be mlted by devlers. t the nd

f ah iteratin ther shuld b a stabil, wrking rdut. Demnstrting this t frmr yles

willrvid better mans t get fedbak f th wrk dn. It ls ffers an rtunity t tke

urs rrtin if thre have ben hanges in mrket r hangs in ririty f features.

Th self-rganizing team is nfred by the frmewrk. Th tam is given the fredm t

hs the wrking mthds inside th itertins. This is a fmiliar rah by mst f th agile

methds, emhsized fr exmle by X and Srum. Rquirement freze is a very bsi ratiewith 30-day srints in Srum.

Tim fr this yl is ne t thre mnths. In a ridly hnging envirnmnt iteratins

lngr than this my result in rjt gtting ut f ntrl, r t muh awy frm th urse.

Th shrt itertin yle mkes it ssible t freze the requirment set, at lest fr the

develrs. This will llw them t fus n th task at hnd, and givs mr trust t wrk

withut th far f bk-and-frth hnging requiremnts.

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Heartbeat yle (Daily Rhythm). T ntrl theresses, the iteratin is dividd int

smllermilestnes. Thes ar the Heartbeat yles, limitd t several dys. The bsi ida n

be sen in dily builds as in Mirsfts synhrnize-and stabilize r X, r s dily stnd-u

metings like in Srum.

2.9. ther Agile methds

ragmati rgramming. ragmati rgramming is a lletin f best raties fr

everydayrgramming ativity. It ntins all tgther 70 tis fr sftware engineering

raties. Th tis fllw the rinils f Agile mthds, like inrmental develment.

Agile mdeling (htt://www.agilemdeling.m/). lthugh nt mlte ress

mdel, agile mdeling is wrth shrt intrdutin sin it an b used s a sulment t ther

agile methdlgies. Agile mdeling alis the brely gd nugh rah t sftware

mdeling. It is built rund five vlues; mmuniatin, simliity, feedbak, urage and

humility. First fur fllw th X vlues. Humility is inludd t int ut tht ll the

stakehlders in a rjet re different, but shuld b treated equally imrtant t the rjt.

3. SUMMARY F AGILE METHDS

Methd Amunt f

dumentatin and

exeriene rerts

Se Seifi t methd Limitatins

X Lrge rgrmming rties ir -rgrmming Nrrw s.

xtrm rh.

Srum Lrg rjt mngmnt

frmwrk

Dily srums N nginring

rtis.

rystal Smll Sls rding th

rjt

lltin f bs

mdls bsd n

rjt siz.

Mthdlgy tuning

thniqus.

Nt fully dumntd

yt.

ASD Smll Mntl frmwrk

fr lrg rjt

mngmnt.

Wrk stt instd f

wrk rdut.

Dsribing mstly th

wht, nt th hw.

4 Mdium ntrris lvl

frmwrk

Intrf btwn

dvlmnt nd

businss mdls.

N rtis, nds

surting mthds.

DSDM Mdium rjt mngmnt

frmwrk.

Sifilly tlking

but rttys.

Thnil rdintr

Mmbrshi rquird

t ss full

rsurs.

FDD Smll Dsign nd

imlmnttin

rtis

hif rgrmmrs

hif rhitt

Limitd rtis,

nds surting

mthds.

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There are different tyes f agile methds, and eah f them an be mdified frersnal

use fmanies. Th mthdlgy adatd t an rganizatin may b a mix f svral agil

mthds, fr ex. a srum mdl fr managmnt issus sulmntd by mthds lik Agil

Mdling r ragmati rgramming fr dvlmnt hass f sftwar lif-yl. xtrm

rgramming ratis may als b inludd insid suh a mdl, vn if X is nt fully

adatd. T ma th sftwar dvlmnt t rganizatin lvl and businss mdl, th ida f

yls f ntrl Framwrk an b usd t wrk as an intrfa btwn ths twrstivs. This ida is rsntd in Fig. 6.

Fig. 6. Th ida f wraing agil mthds.

4. NLUSINS AND IMLIATINS FR FUTURE WRK

Frm thisaer it an be seen that there have been a lt f wrk dne n the ti f

agile methdlgies. Althugh theaers shw srius limittins f agile methdlgy, fr ex.

th un-sustinability f th n-sit ustmrs rl fr lng rids and th diffiulty f

intrduing agil mthds int larg and mlx rjts, th rsarh shws that this methd

imrvsjb satisftin, rdutivity, and ustmr satisfatin.

Th main evidene frratie is t rganize teams by fusing on humn and sil

ftrs. Sifially, it sms that a high lvl f individual autnmy must b baland with a

high lvl f tam utnmy and rrat rsnsibility. It ls sms imrtant t staff agil

tams with l wh hav faith in thir wn abilitis mbind with gd intrrsnal skills

and trust.

vidn als suggst that instad f abndning traditinl rjt managmnt

rinils, rgnizatins shuld xlit ths rinils, suh as stag-gat rjt managmnt

mdls, and mbin thm with agil rjt managmnt. Th vidn als suggsts that agil

mthds arnt nssarily th bst hi fr larg rjts. S, w rmmnd that

ratitinrs arfully study thir rjts haratristis and mar thm with th rlvant

agil mthds rquird haratristis.

Cycles of Control Framework

Scrum

XP

Pragmatic Programming

Agile

8/7/2019 Ass_SPSD

14/14

REFERENCES

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