Chapter 3
Agile Development
Slide Set to accompany
Software Engineering: A Practitioner’s Approach, 7/e
by Roger S. Pressman
Slides copyright © 1996, 2001, 2005, 2009 by Roger S. Pressman
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These slides are designed to accompany Software Engineering: A Practitioner’s Approach,
7/e (McGraw-Hill, 2009) Slides copyright 2009 by Roger Pressman. 1
The Manifesto for
Agile Software Development
“We are uncovering better ways of
developing software by doing it and
helping others do it. Through this work
we have come to value:
•Individuals and interactions over
processes and tools
•Working software over
comprehensive documentation
•Customer collaboration over contract
negotiation
•Responding to change over following
a plan
That is, while there is value in the items
on the right, we value theKent Beck
items onetthe
al
left more.”
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What is “Agility”?
Effective (rapid and adaptive) response to
change
Effective communication among all stakeholders
Drawing the customer onto the team
Organizing a team so that it is in control of the
work performed
Yielding …
Rapid, incremental delivery of software
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Agility and the Cost of Change
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An Agile Process
Is driven by customer descriptions of what is
required (scenarios)
Recognizes that plans are short-lived
Develops software iteratively with a heavy
emphasis on construction activities
Delivers multiple ‘software increments’
Adapts as changes occur
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Agility Principles - I
1. Our highest priority is to satisfy the customer through
early and continuous delivery of valuable software.
2. Welcome changing requirements, even late in
development. Agile processes harness change for the
customer's competitive advantage.
3. Deliver working software frequently, from a couple of
weeks to a couple of months, with a preference to the
shorter timescale.
4. Business people and developers must work together
daily throughout the project.
5. Build projects around motivated individuals. Give them
the environment and support they need, and trust them
to get the job done.
6. The most efficient and effective method of conveying
information to and within a development team is face–
to–face conversation.
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Agility Principles - II
7. Working software is the primary measure of
progress.
8. Agile processes promote sustainable development.
The sponsors, developers, and users should be
able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and
good design enhances agility.
10. Simplicity – the art of maximizing the amount of
work not done – is essential.
11. The best architectures, requirements, and
designs emerge from self–organizing teams.
12. At regular intervals, the team reflects on how to
become more effective, then tunes and adjusts its
behavior accordingly.
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Human Factors
the process molds to the needs of the
people and team, not the other way around
key traits must exist among the people on
an agile team and the team itself:
Competence.
Common focus.
Collaboration.
Decision-making ability.
Fuzzy problem-solving ability.
Mutual trust and respect.
Self-organization.
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Extreme Programming (XP)
The most widely used agile process, originally
proposed by Kent Beck
XP Planning
Begins with the creation of “user stories”
Agile team assesses each story and assigns a cost
Stories are grouped to for a deliverable increment
A commitment is made on delivery date
After the first increment “project velocity” is used to
help define subsequent delivery dates for other
increments
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Extreme Programming (XP)
XP Design
Follows the KIS principle
Encourage the use of CRC cards (see Chapter 8)
For difficult design problems, suggests the creation of “spike
solutions”—a design prototype
Encourages “refactoring”—an iterative refinement of the internal
program design
XP Coding
Recommends the construction of a unit test for a store before
coding commences
Encourages “pair programming”
XP Testing
All unit tests are executed daily
“Acceptance tests” are defined by the customer and excuted to
assess customer visible functionality
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Extreme Programming (XP)
spike solutions
simple design
prototypes
CRC cards
user stories
values
acceptance test criteria
iteration plan
refactoring
pair
programming
Release
softwareincrement unit test
project velocity computed continuous integration
acceptance testing
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Adaptive Software Development
Originally proposed by Jim Highsmith
ASD — distinguishing features
Mission-driven planning
Component-based focus
Uses “time-boxing” (See Chapter 24)
Explicit consideration of risks
Emphasizes collaboration for requirements gathering
Emphasizes “learning” throughout the process
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Adaptive Software Development
adaptive cycle planning Requirements gathering
uses mission statement J AD
project constraints mini-specs
basic requirements
time-boxed release plan
Release
softwareincrement
adjustments for subsequent cycles components implemented/ tested
focus groups for feedback
formal technical reviews
postmortems
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Dynamic Systems Development Method
Promoted by the DSDM Consortium ([Link])
DSDM—distinguishing features
Similar in most respects to XP and/or ASD
Nine guiding principles
• Active user involvement is imperative.
• DSDM teams must be empowered to make decisions.
• The focus is on frequent delivery of products.
• Fitness for business purpose is the essential criterion for acceptance of
deliverables.
• Iterative and incremental development is necessary to converge on an accurate
business solution.
• All changes during development are reversible.
• Requirements are baselined at a high level
• Testing is integrated throughout the life-cycle.
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Dynamic Systems Development Method
DSDM Life Cycle (with permission of the DSDM consortium)
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Scrum
Originally proposed by Schwaber and Beedle
Scrum—distinguishing features
Development work is partitioned into “packets”
Testing and documentation are on-going as the
product is constructed
Work occurs in “sprints” and is derived from a
“backlog” of existing requirements
Meetings are very short and sometimes conducted
without chairs
“demos” are delivered to the customer with the time-
box allocated
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7/e (McGraw-Hill, 2009) Slides copyright 2009 by Roger Pressman. 16
Scrum
ScrumProcess Flow(usedwithpermission)
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Crystal
Proposed by Cockburn and Highsmith
Crystal—distinguishing features
Actually a family of process models that allow
“maneuverability” based on problem characteristics
Face-to-face communication is emphasized
Suggests the use of “reflection workshops” to
review the work habits of the team
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Feature Driven Development
Originally proposed by Peter Coad et al
FDD—distinguishing features
Emphasis is on defining “features”
• a feature “is a client-valued function that can be
implemented in two weeks or less.”
Uses a feature template
• <action> the <result> <by | for | of | to> a(n) <object>
A features list is created and “plan by feature” is
conducted
Design and construction merge in FDD
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7/e (McGraw-Hill, 2009) Slides copyright 2009 by Roger Pressman. 19
Feature Driven Development
Reprinted with permission of Peter Coad
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Agile Modeling
Originally proposed by Scott Ambler
Suggests a set of agile modeling principles
Model with a purpose
Use multiple models
Travel light
Content is more important than representation
Know the models and the tools you use to create them
Adapt locally
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7/e (McGraw-Hill, 2009) Slides copyright 2009 by Roger Pressman. 21