agile software development

Tathagat Varma http://managewell.net

Pic: http://www.seas.harvard.edu/news/2014/08/self-organizing-thousand-robot-swarm

Agile Software Development

The changing nature of work…

http://www.jarche.com/wp-content/uploads/2013/01/changing-nature-of-work.png

The Work Spectrum

http://performancexdesign.wordpress.com/2011/05/04/mapping-informal-and-formal-learning-strategies-to-real-work/

Not all Knowledge Work is same!

http://www.mckinsey.com/insights/organization/rethinking_knowledge_work_a_strategic_approach

Types of Problems

http://www.emilianosoldipmp.info/wp-content/uploads/2012/08/Stacey.png

That’s the problem we need

to solve!

And these are the methods we

are using!!!

Predictive vs. Adaptive

Predictive vs. Adaptive •  Development methods exist on a continuum from adaptive to predictive.[15]  •  Agile methods lie on the adaptive side of this continuum. One key of adaptive

development methods is a "Rolling Wave" approach to schedule planning, which identifies milestones but leaves flexibility in the path to reach them, and also allows for the milestones themselves to change.[16] Adaptive methods focus on adapting quickly to changing realities. When the needs of a project change, an adaptive team changes as well. An adaptive team will have difficulty describing exactly what will happen in the future. The further away a date is, the more vague an adaptive method will be about what will happen on that date. An adaptive team cannot report exactly what tasks they will do next week, but only which features they plan for next month. When asked about a release six months from now, an adaptive team might be able to report only the mission statement for the release, or a statement of expected value vs. cost.

•  Predictive methods, in contrast, focus on analysing and planning the future in detail and cater for known risks. In the extremes, a predictive team can report exactly what features and tasks are planned for the entire length of the development process. Predictive methods rely on effective early phase analysis and if this goes very wrong, the project may have difficulty changing direction. Predictive teams will often institute a Change Control Board to ensure that only the most valuable changes are considered. 

https://en.wikipedia.org/wiki/Agile_software_development

What is the most important part in these two machines?

“The Brakes!!!” They let you go faster…

Agility vs. Discipline?

http://www.ibm.com/developerworks/rational/library/edge/08/feb08/lines_barnes_holmes_ambler/

Process Spectrum…

http://www.crisp.se/file-uploads/Kanban-vs-Scrum.pdf

Waterfall Software Development

Picture from http://damonpoole.blogspot.in/2009/07/traditional-development-game-of.html

Limitations and Assumptions 1.  Wrong analogy: Software development ≠ Production 2.  Customers know EVERYTHING upfront and that requirement won’t change 3.  Legacy from the past: implicitly assumes CPU time is costly, so focuses on doing everything

upfront to minimize ‘machine time’ for trial and error 4.  “Wicked Problem”: Designers and developers know how exactly how to build 5.  Very long feedback cycles not suitable for today’s pace of innovation

Waterfall challenges: Poor Visibility

http://www.agilenutshell.com/agile_vs_waterfall

Waterfall challenges: Poor Risk Management

http://www.agilenutshell.com/agile_vs_waterfall

Waterfall challenges: Poor Quality

http://www.agilenutshell.com/agile_vs_waterfall

Waterfall challenges: Poor Change Management

http://www.agilenutshell.com/agile_vs_waterfall

“V” Model

http://www.testingexcellence.com/v-model/

“W” Model of Testing

http://gerrardconsulting.com/?q=node/531

Spiral

http://en.wikipedia.org/wiki/File:Spiral_model_%28Boehm,_1988%29.svg

Incremental Development

•  Incremental development –  is a scheduling and staging strategy –  in which the various parts of the system are developed at different

times or rates, –  and integrated as they are completed. –  It does not imply, require nor preclude iterative development or

waterfall development - both of those are rework strategies.

•  The alternative to incremental development is to develop the entire system with a "big bang" integration

Iterative Development

•  Iterative development –  is a rework scheduling strategy –  in which time is set aside to revise and improve parts of the

system. –  It does not presuppose incremental development, but works

very well with it. A typical difference is that the output from an increment is not necessarily subject to further refinement, and its' testing or user feedback is not used as input for revising the plans or specifications of the successive increments. On the contrary, the output from an iteration is examined for modification, and especially for revising the targets of the successive iterations.

Incremental vs. Iterative

http://www.planetgeek.ch/wp-content/uploads/2011/01/Slide7.png

Incremental vs. Iterative

http://www.infoq.com/resource/news/2008/01/iterating-and-incrementing/en/resources/Patton_Incremental_Iterative_MnaLisa.jpg

http://itsadeliverything.com/wordpress/images//iterative-incremental-mona-lisa.png

Incremental and Iterative

12 Agile Principles

Our highest priority is to satisfy the customer

through early and continuous delivery

of valuable software.

Welcome changing requirements, even late in 

development. Agile processes harness change for 

the customer's competitive advantage.

Deliver working software frequently, from a 

couple of weeks to a couple of months, with a 

preference to the shorter timescale.

Business people and developers must work 

together daily throughout the project.

Build projects around motivated individuals. 

Give them the environment and support they need, 

and trust them to get the job done.

The most efficient and effective method of 

conveying information to and within a development  team is face-to-face

conversation.

Working software is the primary measure of progress.

Agile processes promote sustainable development. 

The sponsors, developers, and users should be able 

to maintain a constant pace indefinitely.

Continuous attention to technical excellence 

and good design enhances agility.

Simplicity--the art of maximizing the amount 

of work not done--is essential.

The best architectures, requirements, and designs 

emerge from self-organizing teams.

At regular intervals, the team reflects on how 

to become more effective, then tunes and adjusts 

its behavior accordingly.

Waterfall vs. Agile

http://www.isixsigma.com/new-to-six-sigma/design-for-six-sigma-dfss/doing-some-software-six-sigma-and-agile-%E2%90%98mythbusting%E2%90%99/

Waterfall vs. Agile

http://www.agilenutshell.com/agile_vs_waterfall

By doing them continuously: •  Quality improves because

testing starts from day one. •  Visibility improves because

you are 1/2 way through the project when you have built 1/2 the features.

•  Risk is reduced because you are getting feedback early, and

•  Customers are happy because they can make changes without paying exorbitant costs.

http://www.targetprocess.com/blog/wp-content/uploads/2009/06/agile_waterfall-792810.png

Waterfall vs. Agile

https://en.wikipedia.org/wiki/File:Agile-vs-iterative-flow.jpg

Waterfall vs. Agile: Constraints

Waterfall Vs. Agile: Managing Changes

http://www.agileenterprises.com/agile-development/advantages-of-agile-development

Waterfall vs. Agile: Risk vs. Value Delivered

http://www.testingthefuture.net/wp-content/uploads/2011/12/waterfall_versus_agile_development.png

Agile ROI

http://www.agileload.com/agileload//blog/2012/10/22/agile-performance-testing-process---whitepaper

agile lifecycle – big picture

http://blogs.salesforce.com/company/2012/06/agile-approach-to-talent-management.html

Agile lifecycle – small picture

So, what happens in each increment?

Increment

≠

Mini-waterfall

feedback loop in agile lifecycles

test-code-refactor loop

http://blog.grazitti.com/testing-in-the-agile-world/

QA in Agile

from daily builds to project

Feedback Loops in Traditional Techniques vs. Agile Techniques

XP Feedback Loops

http://www.ssa-outsourcing.com/services/project-management/

Schneider Culture Model

http://www.infoq.com/articles/organizational-culture-and-agile

Agile Culture

http://collectiveedgecoaching.com/wp-content/uploads/2010/07/Agile-Culture-Quad-diagram-results2.png

Role of Management

http://www.thoughtworks-studios.com/sites/default/files/assets/agile_leadership.png

What is Scrum?

•  "Scrum is a team of eight individuals in Rugby. Everyone in the pack acts together with everyone else to move the ball down the field in small incremental steps. Teams work as tight, integrated units with whole team focusing on a single goal.“

•  "The relay race approach to product development may conflict with the goals of maximum speed and flexibility. Instead, a holistic or ‘rugby’ approach – where a team tries to go the distance as a unit, passing the ball back and forth – may better serve today’s competitive requirements.”-The New New Product Development Game” by Hirotaka Takeuchi and Ikujiro Nonaka.

What is Scrum? •  Scrum is an iterative, incremental process for developing any product or managing any work. •  It produces a potentially shippable set of functionality at the end of every iteration. •  It's attributes are:

–  Scrum is an agile process to manage and control development work. –  Scrum is a wrapper for existing engineering practices. –  Scrum is a team-based approach to iteratively, incrementally develop systems and products when

requirements are rapidly changing –  Scrum is a process that controls the chaos of conflicting interests and needs. –  Scrum is a way to improve communications and maximize co-operation. –  Scrum is a way to detect and cause the removal of anything that gets in the way of developing

and delivering products.

–  Scrum is a way to maximize productivity. –  Scrum is scalable from single projects to entire organizations. Scrum has controlled and organized

development and implementation for multiple interrelated products and projects with over a thousand developers and implementers.

–  Scrum is a way for everyone to feel good about their job, their contributions, and that they have done the very best they possibly could.

Scrum

http://www.flickr.com/photos/magia3e/6233729753/

Roles, Ceremonies and Artifacts Scrum Team is small (5-9), cross-functional team members from Dev, UX, QA (excluding Product Owner) to ship complete feature(s) end to end

Scrum Master is the servant leader responsible for supporting team

Product Owner owns Product Backlog and sets appropriate priority for team to act upon

Roles

Product Owner

Scrum Master

Scrum Team

Ceremonies

Sprint Planning Meeting

Daily Stand-ups

Backlog Grooming

Product Demo

Sprint Retrospective

Artifacts

Product Backlog

Sprint Backlog

Increment

Release Burn-down Chart

Sprint Burn-down Chart

Scrum Roles

References

•  http://agilemanifesto.org •  http://agilealliance.org •  http://scrumalliance.org •  http://scrum.org •  http://www.extremeprogramming.org/ •  http://www.dsdm.org/dig-deeper/book/dsdm-

atern-handbook