Scribd
Upload
37 views8 pages

Lecture 3 Part 2

The document summarizes key aspects of agile development including: - The agile manifesto values individuals, interactions, working software, and customer collaboration over processes, tools, documentation, and contract negotiation. - Agility means effective response to change through communication among stakeholders and involving customers on the team. - An agile process delivers software iteratively through customer scenarios and short development cycles, adapting to changes. - Agile principles include satisfying customers, welcoming changing requirements, frequent delivery, business/developer collaboration, motivated individuals, and face-to-face communication.

Uploaded by

ghazi members
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
37 views8 pages

Lecture 3 Part 2

The document summarizes key aspects of agile development including: - The agile manifesto values individuals, interactions, working software, and customer collaboration over processes, tools, documentation, and contract negotiation. - Agility means effective response to change through communication among stakeholders and involving customers on the team. - An agile process delivers software iteratively through customer scenarios and short development cycles, adapting to changes. - Agile principles include satisfying customers, welcoming changing requirements, frequent delivery, business/developer collaboration, motivated individuals, and face-to-face communication.

Uploaded by

ghazi members
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
You are on page 1/ 8

Chapter 3

 Agile Development

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 the items on the left more.”
Kent Beck et al

2
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

3
Agility and the Cost of Change

4
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

5
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.

6
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.

7
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.

You might also like