building software to help our clients grow s ince 1985 agile software development andrew nichols,...

building software to help our clients growSINCE 1985

www.tallan.com

Agile Software Development

Andrew Nichols, Certified Scrum Master

04/19/23Tallan, Inc. Proprietary and Confidential. Copyright 2009

Andrew.Nichols@tallan.comArt Stewart, Director of Business Developmentart.stewart@tallan.com

Founded in 1985 Offices in NYC, Boston, LA, Tampa Over 100 technology consultants with a

wide range of expertise and knowledgeArchitects, developers, user experience

designers, technical managers, and testers

Delivered 1000’s of projects to over 500 clients

Focus on business-critical customized solutions

Company Overview

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User Experience/Web Property Development – Leveraging the latest web technologies to build communities via the web

eCommerce Web Development - Connecting companies to their customers and partners (B2B and B2C)

Enterprise Application Integration and Service Oriented Architecture – Connecting critical internal and external systems, thereby increasing operational efficiency and leveraging existing assets

Business Intelligence – Providing internal and external users with accurate, timely, actionable information in the most understandable format

Both Microsoft .net framework and Java skillsets

Tallan Professional Services

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Partnership - Microsoft

Managed Gold Level Partner Mid-Market, Enterprise Four Competencies

Custom Development Solutions- .netData Management Solutions-SQL Server, BI Business Process and Integration-BizTalk Server Information Worker Solutions-SharePoint Server

Why Tallan?

20+ year history Delivered 1000’s of projects to over 500

companies Deliver on Time and on Budget = Client

Longevity ING: 7 years Disney: 5 years Talbots: 12 years Ingram Micro: 7 years Columbia House: 7 years Barnes & Noble: 5 years FedEx Office, formerly Kinko’s: 5 years

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The Traditional Waterfall

Requirements

Design

Develop

Test

Deploy

Originally introduced in 1970 by Winston W. Royce

The Waterfall Approach

Assumes cost of change is lower earlier in the process

Strives to reduce rework with focus on upfront planning and design, measure twice cut once

Signoff and approval required at phase transition points

Inflexible to Change

Heavy change control (prevention) processes

Requirements

Design

Develop

Test

Deploy

Inherent problems with upfront design

Assumes perfect understanding of problem

Mistakes are unavoidable

Attempts to fix scope

Poor Quality

Testing late in process increases risk of defects

Requirements

Design

Develop

Test

Deploy

Poor Quality

Testing late in process increases risk of defects

Difficult to get signoff in early phases

1. “I can’t sign off on all 300 pages of this requirement document”

2. “What are all these diagrams with arrows and boxes?”

How does Agile address these issues?

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The Traditional Waterfall

Requirements

Design

Develop

Test

Deploy

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Agile Methods

Requirements

Design

Develop

Test

Deploy

Requirements

Design

Develop

Test

Deploy

Requirements

Design

Develop

Test

Deploy

Requirements

Design

Develop

Test

Deploy

Requirements

Design

Develop

Test

Deploy

Breaking up the work into small batches

The Agile Methods

Iteratively Deliver Working Software

On Time On Budget On Scope

Solves True Business Problem

Maximum Value Minimal Cost

Traditional Success Agile Definition of Success

Definition of Project Success

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Waterfall Agile

The Old Triple Constraint

Scope is Fixed Quality is Fixed to High!

7 Phases of Scrum

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Discovery

Release Planning

Sprint Planning

Daily Scrum

Develop/Test/Deploy

Sprint Demo

SprintRetrospect

ive

7 Phases of Scrum

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Discovery

Release Planning

Sprint Planning

Daily Scrum

Develop/Test/Deploy

Sprint Demo

SprintRetrospect

ive

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# Description

1 Login/Logout

2 Forgot Password

3 Change Password

4 View Account Summary

5 View Account Detail

6 Sort Detail by Date

7 Sort Detail by Check #

8 Sort Detail by Amount

Product Backlog

7 Phases of Scrum

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Discovery

Release Planning

Sprint Planning

Daily Scrum

Develop/Test/Deploy

Sprint Demo

SprintRetrospect

ive

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# Description Release

1 Login/Logout 1

2 Forgot Password 1

3 Change Password 1

4 View Account Summary 2

5 View Account Detail 2

6 Sort Detail by Date 3

7 Sort Detail by Check # 3

8 Sort Detail by Amount 3

Product Backlog

7 Phases of Scrum

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Discovery

Release Planning

Sprint Planning

Daily Scrum

Develop/Test/Deploy

Sprint Demo

SprintRetrospect

ive

7 Phases of Scrum

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Discovery

Release Planning

Sprint Planning

Daily Scrum

Develop/Test/Deploy

Sprint Demo

SprintRetrospect

ive

7 Phases of Scrum

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Discovery

Release Planning

Sprint Planning

Daily Scrum

Develop/Test/Deploy

Sprint Demo

SprintRetrospect

ive

7 Phases of Scrum

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Discovery

Release Planning

Sprint Planning

Daily Scrum

Develop/Test/Deploy

Sprint Demo

SprintRetrospect

ive

7 Phases of Scrum

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Discovery

Release Planning

Sprint Planning

Daily Scrum

Develop/Test/Deploy

Sprint Demo

SprintRetrospect

ive

7 Phases of Scrum

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Discovery

Release Planning

Sprint Planning

Daily Scrum

Develop/Test/Deploy

Sprint Demo

SprintRetrospect

ive

Nobody is specialized Resources are available for

many different tasks Communication between roles

and team members is high Team is empowered to

determine best way to get job done

Team organization

Self Organizing Cross Functional Teams

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Increase Flexibility Increase Quality Decrease Cost Decrease Risk More Predictable Timelines

Benefits of Iterative Approach

Responsibilities

Users & Business Sponsor Developers and Testers

Defining Product Prioritizing Features Tracking Value

Estimating Delivering Quality

Decrease cost of change

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Iteration1Features 1, 2, 3

Iteration 2 Features 5, 6, 7, 8

Iteration 2Features 4, 5

Scope changes allowed between iterations

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Perfect Plan may not be the Best Plan

Embrace Flexibility

Perfect Plan

Best Plan

Increase quality

Testing occurs within each iteration keeping defects low

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Poka Yoke: Mistake Proof

Increase Quality

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Test Early (Unit testing) Test Often (Continuous regression

testing) Automate Tests (Testing a part of build

process) Design Software to be Testable (IOC)

Increase Quality

Test Driven Development

Decrease Cost

Rates of Feature Use in Software

Decrease Cost

Never used features are prioritized out of project

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Define Value

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Decrease Cost

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Decrease Cost

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Decrease Cost

Decrease Cost

1st Agile Release

Waterfall Release

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Mistakes discovered earlier in process UAT performed upfront with more

customer involvement

Lower Risk

Decrease Risk

“Biggest risk in a project is building the wrong product.”

[Mike Cohn 2005]

How long will it take to implement 100 features?

What % complete are we?

How long did it take to implement 5 features?

How many tests are passing?

Predictive Means Empirical Means

More Predictable Timelines

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Keys to Success and Challenges with Agile

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Keys to success with Agile

Iteration scope must remain fixed Deliver high quality software at each

iteration“Team must meet their iteration

commitment”, Mary Poppendieck

Strong Product Management Strong interest from Business Owners

Challenges with Agile

Constant delivery

Constant planning

Getting sufficient time from Product Managers

Product Manager’s ability to prioritize features

Automated Testing Continuous Integration

Critical Agile Practices

Engineering Practices

Daily Standup (Scrum) Transparency To Customer Cross Functional Team Single Project Focus Per Iteration

Critical Agile Practices

Management Practices

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Scrum Ken Schwaber and Jeff Sutherland

eXtreme Programming Kent Beck, Ward Cunningham, Ron Jeffries

Crystal Methods Alistair Cockburn

Feature Driven Development Jeff DeLuca

Dynamic Systems Development Method DSDM Consortium

Agile Methodologies

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Agile Project Management Jim Highsmith, Sanjiv Augustine

Agile ManagementDavid Anderson

eXtreme Project ManagementRob Thomsett, Doug DeCarlo

Agile Management Frameworks

References and Recommended Reading

Agile Software Development with Scrum, Ken Schwaber

Lean Software Development, an Agile Toolkit, Mary Poppendieck

Agile Estimating and Planning, Mike Cohn

Managing the Development of Large Software Systems, Winston Royce

Standish Group Study Reported at XP2002, Jim Johnson

Irony of the Waterfall Approach

“…the implementation…is risky and invites failure….invariably a major redesign is required…and one can expect up to a 100% overrun in schedule and/or costs.”, [Royce 1970]

Questions?

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A Different Kind of Contract

Traditional IT Contract Tell us the exact scope that you want and we will

estimate the date and cost. If you change the scope, we will surely extend the date and increase the cost.

Agile Contract Let’s agree on a target delivery date and we will deliver

your highest‐priority features as efficiently as possible. Discoveries along the way should lead to a better product than you could have specified up front.

Agile Software Development 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:

That is, while there is value in the items on the right, we value the items on the left more.