the essence of agile a tour of agile methods€¦ · 2009-01-21 · lean software development...
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AgileSoCal 1/21/09 - Tour of Agile Methods
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The Essence of Agile
Agile / XP So. Cal. Meeting – 1/21/09
Speaker: Paul Hodgetts, Agile Logic, www.AgileLogic.com
A Tour of Agile Methods
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Your Speaker: Paul Hodgetts
Team coach, trainer, consultant, developerFounder and CEO of Agile Logic (based in Fullerton)
25 years overall, 10 years agile experienceCertified Scrum TrainerFocus on Enterprise use of agileAuthor (Extreme Programming Perspectives)
Presenter at conferences (Agile 200x, SD West, JavaOne)
Agile Alliance Program DirectorMember of CSUF agile advisory boardContact info: [email protected]
AgileSoCal 1/21/09 - Tour of Agile Methods
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The Agile Enterprise
Agile Security Infrastructure
Agile SOA Architecture
Agile Requirements Traceability Tool
Agile
AgileAgile
Agile
Agile
Agile
Agile
Agile
Agile
Agile, adj. 1. quick and well-coordinated in movement; nimble. 2. active; lively. 3. marked by an
ability to think quickly
Agile Software Development Approach
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What Makes Up our “Approach”?
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Where Does Agile Come From?
Ad-Hoc
Activities
Lean
IterativeIncremental Evolutionary
Agile
Spiral
Adaptive
Teams
Waterfall
Predictive
Silo’ed
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Target Benefits of Agile
Consistent, sustainable deliveriesAbility to release in smaller incrementsAdaptation to change & risk managementHigher release qualityEngagement & satisfaction of customersEnergized & positive team environment
If combined with Lean practices…Efficiency & flow of feature delivery
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Underlying Agile Values
Delivering stakeholder value is what matters Trust people working togetherChange will happen, we must adaptFrequent, concrete feedback is the truthDelaying risk is… too risky
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Key Agile Strategies
Evolutionary with Frequent Deliveries
CollaborativeWhole Teams
Adaptive, Localized Project Management
Continuous Learning & Improvement
Value-FocusedClear Objectives
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Agile Process Framework
Feedback
Guidance
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Agile Practice Areas
Product ManagementProduct BacklogStoriesStakeholders
Project ManagementRelease PlanningIteration PlanningDaily ScrumsVelocityVisibility
TeamCollaborationCross-FunctionalSelf-Management
DeliveryEngineeringTesting / TDDContinuous Integration
OrganizationalGovernance / SupportEnterprise AgileContinuous Improvement
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Agile Team StructureValue Seekers
Steer Project to ROIBuildersDeliver Product
OrganizationSupport & Coach
ScrumMaster
ProductOwner
Core TeamCore Team
ProgrammersArchitects
TestersUE Designers
DBAsTech Writers
Enterprise ArchitectsIT / Tool Support
OperationsOther Teams
Business AnalystsProduct Managers
Testers, Architects, Tech WritersOther Product Owners
ProjectProjectCommunityCommunity
ExternalExternalRolesRoles
Organizational ScrumFunctional Managers
IT ManagersProgram ManagementOther ScrumMasters
Executive ManagementFinance
Human Resources
Stakeholders•End Users•Management•Marketing/Sales•Customer Support•Training/Installers•Technical
Outsourced ResourcesTool Suppliers
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Agile Methods
Provide a collection of:ValuesStrategies / StructurePractices / Policies
Reflect the experiences of the founder(s)None are “complete” processes
Processes are context-specificEach agile method is a starting pointEach method adds to the “tool kit”
AgileSoCal 1/21/09 - Tour of Agile Methods
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Scrum
Originated by Jeff Sutherland 1994Ken Schwaber formalized in 1996Scrum Alliance 2003Named after ???
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Scrum Approach
Empirical processes, “inspect and adapt”Empowered teamsProvides a framework to create visibility, focus
Not prescriptive about disciplinary practicesRequires removing impedimentsScrum values:
CommitmentFocusOpennessRespectCourage
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Scrum Practices
Product Backlog(Strategic/Release Planning)Sprints (30 days or less)
Sprint Planning -> Sprint BacklogDaily ScrumSprint ReviewSprint Retrospective
Each Sprint must deliver “done” product
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Scrum Roles
Scrum Team (~7 team members)Must contain all the needed resources
Two identified roles in team:ScrumMaster
Process implementation and improvement
Product OwnerProduct Backlog and maximizing valueRepresents Stakeholders
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Extreme Programming (XP) 1st ed.
Kent Beck, Ward Cunningham 1980sChrysler C3 project mid-1990s, Ron JeffriesPublished 1999Named after ???Large internet community
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XP Approach
Emphasizes:Rapid creation of high-value softwareSkillful and sustainable techniquesLow formality and low ceremonyResponsiveness to change
XP Values:CommunicationSimplicityFeedbackCourage
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XP Practices
Planning GameSmall ReleasesSystem MetaphorSimple DesignTestingRefactoring
Pair ProgrammingCollective OwnershipContinuous Integration40-Hour WeekOn-Site CustomerCoding Standards
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XP Roles
Separation of technical vs. business decisionsXP roles:
ProgrammerCustomer(Tester)(Tracker)(Coach)(Consultant)(Big Boss)
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Extreme Programming (XP) 2nd ed.
Kent Beck’s follow-on 2004Did not generate as much interestExtensions widely practiced
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Changes to Approach
Not as prescriptive as 1st ed.Expanded practices
Recognizes tailoring the process
Additional value:Respect
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Primary XP Practices
Sit TogetherWhole TeamInformative WorkspaceEnergized WorkPair ProgrammingStoriesWeekly Cycle
Quarterly CycleSlackTen-Minute BuildContinuous IntegrationTest-First ProgrammingIncremental Design
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Corollary XP Practices
Real Customer InvolvementIncremental DeploymentTeam ContinuityShrinking TeamsRoot-Cause AnalysisShared Code
Code and TestsSingle Code BaseDaily DeploymentNegotiated ScopePay-Per-Use
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Expanded XP Roles (Whole Team)
TestersInteraction DesignersArchitectsProject ManagersProduct Managers
ExecutivesTechnical WritersUsersProgrammersHuman Resources
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Crystal (Clear)
Alistair CockburnFrom the study of projects while at IBM“Surviving Object-Oriented Projects” 1998“Agile Software Development” 2002“Crystal Clear” 2004
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Crystal Approach
Core strategies:Colocation of the teamFrequent deliveryAccess to expert user
Method tailored for size and criticalityClear, yellow, orange, red
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Crystal Properties
Frequent DeliveryReflective ImprovementOsmotic CommunicationPersonal SafetyFocusEasy Access to Expert UsersSound Technical Environment
Automated testing, config mgmt, integration
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Crystal Strategies
Exploratory 360°Early VictoryWalking SkeletonIncremental Re-architectureInformation Radiators
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Crystal Techniques
Methodology ShapingReflection WorkshopBlitz PlanningDelphi EstimationDaily Stand-Up MeetingsEssential Interaction DesignProcess MiniatureSide-By-Side ProgrammingBurn Charts
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DSDM / Atern
RAD practices from early 1990sOriginated in the UK, more popular in EuropeName:
Dynamic Systems Development MethodDynamic Solutions Delivery Model
DSDM ConsortiumAtern published 2008 (dsdm.org)
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DSDM Atern Principles
Focus on the business needDeliver on timeCollaborateNever compromise qualityBuild incrementally from firm foundationsDevelop iterativelyCommunicate continuously and clearlyDemonstrate control
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Feature-Driven Development (FDD)
Jeff De Luca, Peter Coad 1997-1998Generated from “Singapore Project”“Practical Guide” 2002Remains fairly obscure
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FDD Practices
Domain Object ModelingDeveloping by FeatureClass (Code) OwnershipFeature TeamsInspectionsRegular Build ScheduleConfiguration ManagementVisible Reporting of Results
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Evo
The first agile method? Tom Gilb,1976“Evolutionary Development” 1981“Principles of SW Engineering Management”1988 (describes an adaptive process)Large influence on other agile methods
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Lean Software Development
Application of “Lean” to softwareLean approach originated in manufacturingMary and Tom Poppendieck
“Lean Software Development” 2003“Implementing Lean SW Development” 2007
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Lean Approach
Eliminate wasteAmplify learning, create knowledgeDecide as late as possible, defer commitmentDeliver as fast as possibleEmpower the team, respect peopleBuild integrity inOptimize the whole
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Other Places Agile Shows Up
Agile Unified ProcessMSF / AgileIBM / Open UP / Eclipse Process Framework
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Agile Alliance
2001, meeting of agile methodologistsFormed Agile AlliancePublished Agile ManifestoAgile Alliance continues to run Agile 200x
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Agile Manifesto
Individuals and interactionsOver process and tools
Working softwareOver comprehensive documentation
Customer collaborationOver contract negotiation
Responding to changeOver following a plan
“While there is value in the items on the right, we value the items on the left more.”
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Common Principles
Satisfy the customer via early and frequent delivery of valueWelcome changing requirementsDeliver working software frequentlyBusiness and developers work together throughout the projectBuild project around motivated individualsMost effective communication is face-to-face
Working software is primary progress measurementPromote sustainable developmentBe able to maintain a constant pace indefinitelyAttention to technical excellence and good designSimplicity is essentialThe best architectures emerge from self-organizing teamsReflect at regular intervals, tune and adjust accordingly
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Questions?
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Thank You For Attending!
Paul HodgettsAgile Logic
(714) 577-5795
Please grab some of the free stuff I brought.