Transcript Evolving Agile - Declan Whelan

®
IBM Software Group
Agile Software Development:
The Full Story
Scott W. Ambler
Practice Leader Agile Development
[email protected]
© 2006-2007 IBM Corporation
IBM Software Group | Rational software
Scott Ambler - Background
 Practice Leader Agile Development
 Senior Contributing Editor, Dr. Dobb’s Journal
 Fellow – International Association of Software
Architects
 www.ibm.com/rational/bios/ambler.html
 www.ibm.com/developerworks/blogs/page/ambler
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Agenda
 Warning!
 Agile Current Status
 Common Agile Practices
 Scaling Practices
 Call to Action
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Warning!
 I’m spectacularly blunt at times
 Many new ideas will be presented
 Some may not fit well into your existing environment
 Some will challenge your existing notions about
software development
 Some will confirm your unvoiced suspicions
 Don’t make any “career-ending moves”
 Be skeptical but open minded
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Agenda
 Warning!
 Agile Current Status
Agile Adoption Rates
Project Success Rates
 Common Agile Practices
 Scaling Practices
 Call to Action
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Has Your Organization Adopted One or More Agile
Techniques?
No
31%
Yes
69%
85% have run multiple agile projects
24% of “No” respondents hope to do Agile this year
Source: Dr Dobb’s 2007 Agile Adoption Survey www.ambysoft.com/surveys/
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% of Successful Agile Projects
(296 co-located, 251 not co-location, 130 offshoring): Agile Adoption Survey
>25%
25-49%
50-74%
75-90%
90%+
0
10
All
20
Co-Located
30
40
Not Co-Located
50
Offshoring
60
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Largest Team Size Attempted vs. Successful
200+
101 to 200
51-100
21 to 50
11 to 20
6 to 10
1 to 5
0
50
100
Attempt
150
Success
200
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Why Agile/Lean? It’s More Successful

Quality: 87.3% believe that delivering
high quality is more important than
delivering on time and on budget

Scope: 87.3% believe that meeting
actual needs of stakeholders is more
important than building the system to
specification

71.5
Agile
Traditional
62.84
Money: 79.6% believe that providing the
best ROI is more important than
Data Warehouse
delivering under budget
62.59

Staff: 75.8% believe that having a
healthy workplace is more important
than delivering on time and on budget

Schedule: 61.3% believe that delivering
when the system is ready to be shipped
is more important than delivering on
schedule
Offshoring
42.68
Source: Dr Dobb’s 2007 Project
Success Survey
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Agenda
 Warning!
 Agile Current Status
 Common Agile Practices
Agile Development Practices
Test-Driven Development (TDD)
Database Refactoring
Other Quality Practices
Working in Priority Order
Agile Planning
Agile Model Driven Development (AMDD)
Agile User Experience
Agile Documentation
 Scaling Practices
 Call to Action
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Agile Development Practices
 Regular Delivery of Working Software
Only valid measure of progress
Provides visible results to stakeholders
True earned value, not documentation-based “earned value”
 Daily Stakeholder Interaction
On-Site Customer
Active Stakeholder Participation
Product Owner
 Continuous Integration
Automatically compile, test, and style check your code
Continuous code integration is nice
Continuous system integration is nicer
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Test First Design (TFD)
www.agiledata.org/essays/tdd.html
Add a test
 With TFD you write a single test and then
just enough production code to fulfill that
test
 Test-Driven Development (TDD) =
Refactoring + TFD
[Pass]
Run the tests
 TDD is a just-in-time (JIT) specification
activity
[Fail]
 TDD is a continuous confirmatory validation
activity
Make a little
change
 TDD via Customer/Acceptance Tests
[Development
continues]
 Specification of requirements
 TDD via Developer Tests
 Specification of design
 TDD is also called Behavior Driven
Development (BDD)
[Fail]
Run the tests
[Development
stops]
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Other Agile Quality Practices
 Non-solo development
Pair programming
Modeling with others
Effectively continuous inspections
 Following guidance
Coding practices
Database standards
User interface (UI) standards
Modeling style guidelines (www.agilemodeling.com/style)
 Refactoring
Small change to your code which improves the quality of the design without
changing the semantics
Code refactoring
UI refactoring
Database refactoring
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Database Refactoring

A database refactoring is a simple change
to a database schema that improves its
design while retaining both its behavioral
and informational semantics. Examples:
Move Column, Rename Table, and
Replace Blob With Table.

A database schema includes both
structural aspects such as table and view
definitions as well as functional aspects
such as stored procedures and triggers.

Important: Database refactorings are a
subset of schema transformations, but
they do not add functionality.

www.agiledata.org
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Working in Priority Order: Agile Change Management
www.agilemodeling.com/essays/agileRequirements.htm
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Agile Planning
 Create and maintain a high-level Gantt chart indicating the iterations,
milestones, and major dependencies
 Plan each iteration in detail at the beginning of the iteration
Done by the team, not just the manager
The people best suited to plan the work are the people who are going to do
the work
Consider planning poker, www.planningpoker.com
 DDJ’s 2007 Adoption survey, most valuable work products:
#5 was an iteration task list
#18 was a high-level Gantt chart
#19 (of 19) was a detailed Gantt chart
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Agile Model Driven Development (AMDD)
www.agilemodeling.com/essays/amdd.htm


Do just enough initial envisioning to
understand the scope and technical
direction
Model storm on a just-in-time basis
to gather the details when you need
them
92.7
85.5
Whiteboard Sketching
Init. Agile Req. Modeling
66.7
77.7
77.2
68.2
Init. Agile Arch. Modeling
Paper Modeling
53.4
CASE Tool Modeling
31.8
0
% Finding it Useful
20
40
65.9
47
60
% Applying Technique
80
100
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Agile User Experience (UEX)
 Observations:
User interface (UI) and usability issues are critical to the success of most
systems
The UI is the system to the end user
Few developers have solid UEX skills, although many think they do
 Advice:
Everyone should have some UEX training
Have someone with UEX expertise within your organization, and ensure
that they pair regularly
Part of initial envisioning should address UEX issues
UEX issues will need to be addressed throughout development
Recognize that few of us are building the iPod, but when we tread into
new territory we may need to do more up-front work than usual
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Agile Documentation Practices
www.agilemodeling.com/essays/agileDocumentation.htm
 Maximize stakeholder ROI
 Are treated as a requirement
Just Barely
Good Enough
 Have a specific customer and facilitate
the work efforts of that customer
Ideal
Realistic
 Are concise
 Fulfill a purpose
Value
 Describe information that is less likely
to change
 Describe “good things to know”
 Are sufficiently accurate, consistent,
and detailed – But aren’t perfect
Effort
Copyright 2005 Scott W. Ambler
IBM Software Group | Rational software
Agenda
 Warning!
 Agile Current Status
 Common Agile Practices
 Scaling Practices
Challenges with Mainstream Agile
Scaling TDD via Agile Model Driven Development (AMDD)
Scaling TDD’s via Comprehensive Testing
Scaling On-Site Customer/Product Owner
Scaling via Rational Unified Process (RUP)
Portfolio Management
Enterprise Architecture
Agile Data Management
Lean Development Governance
 Call to Action
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Challenges with Agile in the Mainstream
Compliance requirement
Low risk
Critical,
Audited
Geographical distribution
Co-located
Entrenched process,
people, and policy
Global
Minimal
Significant
Agile
Development
Organization distribution
(outsourcing, partnerships)
Application complexity
Simple,
single
platform
Complex,
multi-platform
Team size
Under 10
developers
Third party
In-house
Degree of Governance
100’s of
developers
Informal
Formal
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Scaling TDD: Agile Model Driven Development (AMDD)
www.agilemodeling.com/essays/amdd.htm
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Scaling TDD: Comprehensive Agile Testing
January 2007 Dr. Dobb’s Magazine (www.ddj.com/dept/debug/196603549)
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Scaling XP’s On-Site Customer and Scrum’s Product Owner
 On-site customer is nice, so put them to work
Stakeholders can be active participants in modeling
 Product owner is really a communication conduit between the team
and stakeholders
Must have agile business analysis skills
PO gets the team access to the relevant stakeholders just in time
Negotiate, negotiate, negotiate
 Dr. Dobb’s Journal, January 2008
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Database Testing
www.agiledata.org/essays/databaseTesting.html
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The Generic Agile Lifecycle
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Scaling via Rational Unified Process (RUP)

RUP socialized many of the concepts
taken for granted by the Agile community

RUP is really a process framework, not a
process

RUP can be as Agile, or non-Agile, as
you want to make it

Many organizations struggled to
implement RUP effectively

RUP:
 Addresses the fully development
lifecycle
 Is risk-driven
 Contains advice for most of the
challenges currently faced by Agile

RUP done right is Agile, RUP done wrong
is just plain wrong
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Portfolio Management
 Driven by the enterprise vision and regulatory
restrictions
 Focus on collaboration and enablement, not
command and control
 Manage enterprise risk
 Understand the as-is “IT inventory”
 Identify potential projects
 Choose the highest value projects
 Organize similar projects into programs
 Steer existing development projects and programs
 Manage services contracts
 Work closely with project managers
 Monitor projects
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Enterprise Architecture
 Provide technical vision to the
enterprise
 Promote reuse and common
infrastructure
 Develop reference
architectures
Feedback
Create initial
architecture
Agile
models,
Vision
Communicate
architecture
to stakeholders
Agile
models,
Vision
Update
architecture
Feedback
Agile
models,
Vision
Agile
models,
Vision
Work with
project teams
 Develop guidance
 Work closely with
development teams
 www.agiledata.org/essays/
enterpriseArchitecture.html
Enterprise architecture artifacts evolve
and are fleshed out over time
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Agile Data Management
www.agiledata.org
 Traditional data management has clearly failed:
Data Warehouse Institute (DWI) estimates data quality to have a
$611B annual impact in the US
DDJ found that 62% of organizations have production data quality
problems yet the majority have no viable strategy for addressing them
DDJ found that the majority of organizations have no database testing
strategy in place, and many haven’t even considered it
DDJ found that over 60% of development teams now go around their
organizations’ data groups
This is now the “elephant in the room” for most organizations
 A new vision:
Evolutionary and collaborative approaches
Test-driven approaches
Dovetail into enterprise architecture and administration efforts, no
longer a silo effort
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Lean Development Governance
www.ibm.com/developerworks/
 Pragmatic
Governance Body
 Align HR Policies With IT
Values
 Iterative Development
 Staged Program
Delivery
 Align Stakeholder Policies
With IT Values
 Risk-Based Milestones
 Business-Driven
Project Pipeline
 Adapt The Process
 Continuous Improvement
 Simple And
Relevant Metrics
 Continuous Project
Monitoring
 Embedded Compliance
 Scenario-Driven
Development
Organization
Processes
Mission &
Principles
Measures
Roles &
Responsibilities
Policies &
Standards
 Promote Self-Organizing Teams
 Integrated Lifecycle Environment
 Align Team Structure With
Architecture
 Valued Corporate Assets
 Flexible Architectures
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Agenda
 Warning!
 Agile Current Status
 Common Agile Practices
 Scaling Practices
 Call to Action
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A Call To Action
 Look beyond development trees to see the business forest
 Recognize that “the age of hype” is over
 Talk about everything that we do, not just the cool/extreme
things that we like to talk about
 Bring agile concepts to other communities
Their questions will reveal many of the challenges we still face
 Invite outsiders into our community
We need more “uncomfortable” keynotes
 Police mailing lists a bit better
We turn off a lot of smart people who have something to contribute
Keep In Touch!
®
IBM Software Group
Scott W. Ambler
www.ibm.com/rational/bios/ambler.html
www.ibm.com/developerworks/blogs/page/ambler
© 2006-2007 IBM Corporation
IBM Software Group | Rational software
References and Recommended Reading
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www.agilealliance.com
www.agilemodeling.com
www.agiledata.org
www.enterpriseunifiedprocess.com
www.ibm.com/rational/agile/
Ambler, S.W. (2002). Agile Modeling: Effective Practices for XP and the UP.
New York: John Wiley & Sons.
Ambler, S.W. (2003). Agile Database Techniques. New York: John Wiley &
Sons.
Ambler, S.W. (2004). The Object Primer 3rd Edition: AMDD with UML 2. New
York: Cambridge University Press.
Ambler, S.W. and Sadalage, P.J. (2006). Refactoring Databases: Evolutionary
Database Design. Reading, MA: Addison Wesley Longman, Inc.
Larman, C. (2004). Agile and Iterative Development: A Manager’s Guide.
Reading, MA: Addison Wesley
McGovern, J., Ambler, S.W., Stevens, M., Linn, J., Sharan, V., & Jo, E. (2003).
The Practical Guide to Enterprise Architecture. Prentice Hall PTR.
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Agile Values
www.agilealliance.com
We value:
Over:
1. Individuals and
interactions
1. Processes and tools
2. Working software
3. Customer collaboration
4. Responding to change
2. Comprehensive
documentation
3. Contract negotiation
4. Following a plan
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Agile Principles
www.agilealliance.com
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.
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.