Agile Software Development
Content
By Luda Nikolov
Software Developer Consultant
VW Credit, Inc.
4/15/2011
Methodology not defined or not enforced
4/15/2011
Solution to succeed?
Define and follow methodology
4/15/2011
Outline
At the End of this presentation you will be able to state
Advantages of Agile methodology.
How FinanceSource team implements Agile processes.
4/15/2011
Waterfall vs Agile
Waterfall (traditional)
•
•
•
Each phase has a distinct goal and
should be 100% completed before
next step.
Each tasks completed by different
departments.
Seldom releases, changes are not
welcome.
4/15/2011
•
•
•
Each phase has a distinct goal and
should be completed within
iterations (break into small tasks).
Each task completed by member of
the team.
Frequent releases, changes are
welcome.
Agile Manifesto
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 the items on the left more. The meanings of the Manifesto items on the left
within the agile software development context are described below.
Individuals and Interactions – in agile development, self-organization and motivation are important, as are interactions like co-location
and pair programming.
Working software – working software will be more useful and welcome than just presenting documents to clients in meetings.
Customer collaboration – requirements cannot be fully collected at the beginning of the software development cycle, therefore continuous
customer or stakeholder involvement is very important.
Responding to change – agile development is focused on quick responses to change and continuous development.[6]
4/15/2011
Twelve principles underlie the Agile
Manifesto
Customer satisfaction by rapid delivery of useful software
Welcome changing requirements, even late in development
Working software is delivered frequently (weeks rather than months)
Working software is the principal measure of progress
Sustainable development, able to maintain a constant pace
Close, daily co-operation between business people and developers
Face-to-face conversation is the best form of communication (co-location)
Projects are built around motivated individuals, who should be trusted
Continuous attention to technical excellence and good design
Simplicity
Self-organizing teams
Regular adaptation to changing circumstances
4/15/2011
Iterations
Break tasks into small increments with minimal planning.
2 weeks full development cycle from analysis to business
approval.
Working software is a measure of progress.
4/15/2011
Agile Workspace
Effective and fluent communication
Team sits in the open area to talk or show something to everyone without any
barriers and no need to stand up.
Everyone can pair (sit together) with anybody just by rolling over
Everyone can see what the others are doing and help out
Everyone can see and approach the board easily
Enough space for team meetings by the board.
4/15/2011
Communications
IPM (Iteration Planning Meeting): Retrospective (Post Iterations Meeting):
Who: Team.
How often: every other week .
Topics: Story review, dev design and estimation.
Standup (Team Status Meeting):
Who: Team.
How often: every day in the morning.
Topics: tasks status, blockers, general announcements.
Dev Huddle (Dev Technical
Meeting):
Who: Team.
How often: every day in the afternoon.
Topics: New techniques, concerns & blockers.
4/15/2011
Who: Team.
How often: every couple months.
Topics: What worked, what didn’t, improvement suggestions.
Wiki & Sharepoint: Developers blogs,
documents on portal.
Story Card Wall
Agile Story Card Wall represent current tasks status.
4/15/2011
Story (Specification)
Story is a short specification document that details small
software feature (1-2 weeks implementation).
Standard format: Project details, Narrative (business need),
Business Rules, and Acceptance Tests.
Story is a communication tool between Business, BA, DEV
and QA.
STORY
Business
and BA
Specify
Business
goals
4/15/2011
DEV
implement
and unit test
QA
review
with dev
and ba,
tests
Business
and BA
Accept
working
software
Software quality
Pair Programming.
Design, implement, code review
Share experience
Rotate tasks.
Continuous integration automated
unit tests.
Automated releases.
Source Control.
Environments: DEV, Integration, QA, UAT,
Hot Fix.
4/15/2011
Environments: DEV, Integration, QA, UAT,
Hot Fix.
INT
DEV
developer’s
machine to
implement
software
often
releases,
integration
developers
unit tests
cover all
code
QA
often
releases,
QA test
UAT
scheduled
releases,
QA and
business
approval.
Hot
Fix
UAT
4/15/2011
PROD
Conclusion
Agile improves software development.
Agile is flexible.
VW Agile evaluation.
Q&A.
4/15/2011
References
Wiki
Agile training course
4/15/2011
Software Developer Consultant
VW Credit, Inc.
4/15/2011
Methodology not defined or not enforced
4/15/2011
Solution to succeed?
Define and follow methodology
4/15/2011
Outline
At the End of this presentation you will be able to state
Advantages of Agile methodology.
How FinanceSource team implements Agile processes.
4/15/2011
Waterfall vs Agile
Waterfall (traditional)
•
•
•
Each phase has a distinct goal and
should be 100% completed before
next step.
Each tasks completed by different
departments.
Seldom releases, changes are not
welcome.
4/15/2011
•
•
•
Each phase has a distinct goal and
should be completed within
iterations (break into small tasks).
Each task completed by member of
the team.
Frequent releases, changes are
welcome.
Agile Manifesto
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 the items on the left more. The meanings of the Manifesto items on the left
within the agile software development context are described below.
Individuals and Interactions – in agile development, self-organization and motivation are important, as are interactions like co-location
and pair programming.
Working software – working software will be more useful and welcome than just presenting documents to clients in meetings.
Customer collaboration – requirements cannot be fully collected at the beginning of the software development cycle, therefore continuous
customer or stakeholder involvement is very important.
Responding to change – agile development is focused on quick responses to change and continuous development.[6]
4/15/2011
Twelve principles underlie the Agile
Manifesto
Customer satisfaction by rapid delivery of useful software
Welcome changing requirements, even late in development
Working software is delivered frequently (weeks rather than months)
Working software is the principal measure of progress
Sustainable development, able to maintain a constant pace
Close, daily co-operation between business people and developers
Face-to-face conversation is the best form of communication (co-location)
Projects are built around motivated individuals, who should be trusted
Continuous attention to technical excellence and good design
Simplicity
Self-organizing teams
Regular adaptation to changing circumstances
4/15/2011
Iterations
Break tasks into small increments with minimal planning.
2 weeks full development cycle from analysis to business
approval.
Working software is a measure of progress.
4/15/2011
Agile Workspace
Effective and fluent communication
Team sits in the open area to talk or show something to everyone without any
barriers and no need to stand up.
Everyone can pair (sit together) with anybody just by rolling over
Everyone can see what the others are doing and help out
Everyone can see and approach the board easily
Enough space for team meetings by the board.
4/15/2011
Communications
IPM (Iteration Planning Meeting): Retrospective (Post Iterations Meeting):
Who: Team.
How often: every other week .
Topics: Story review, dev design and estimation.
Standup (Team Status Meeting):
Who: Team.
How often: every day in the morning.
Topics: tasks status, blockers, general announcements.
Dev Huddle (Dev Technical
Meeting):
Who: Team.
How often: every day in the afternoon.
Topics: New techniques, concerns & blockers.
4/15/2011
Who: Team.
How often: every couple months.
Topics: What worked, what didn’t, improvement suggestions.
Wiki & Sharepoint: Developers blogs,
documents on portal.
Story Card Wall
Agile Story Card Wall represent current tasks status.
4/15/2011
Story (Specification)
Story is a short specification document that details small
software feature (1-2 weeks implementation).
Standard format: Project details, Narrative (business need),
Business Rules, and Acceptance Tests.
Story is a communication tool between Business, BA, DEV
and QA.
STORY
Business
and BA
Specify
Business
goals
4/15/2011
DEV
implement
and unit test
QA
review
with dev
and ba,
tests
Business
and BA
Accept
working
software
Software quality
Pair Programming.
Design, implement, code review
Share experience
Rotate tasks.
Continuous integration automated
unit tests.
Automated releases.
Source Control.
Environments: DEV, Integration, QA, UAT,
Hot Fix.
4/15/2011
Environments: DEV, Integration, QA, UAT,
Hot Fix.
INT
DEV
developer’s
machine to
implement
software
often
releases,
integration
developers
unit tests
cover all
code
QA
often
releases,
QA test
UAT
scheduled
releases,
QA and
business
approval.
Hot
Fix
UAT
4/15/2011
PROD
Conclusion
Agile improves software development.
Agile is flexible.
VW Agile evaluation.
Q&A.
4/15/2011
References
Wiki
Agile training course
4/15/2011
