UNIT 1

Agile Methodologies
 Agile Definition
❖ Agility hasbecome today’s buzzword when describing

a modern software process. Everyone is agile.

• An agile team is a nimble team able to appropriately

respond to changes. Change is what software development
much about.

✔ Changes in the software being built,

✔ Changes to the team members,
✔ Changes because of new technology,
✔ Changes of all kinds that may have an impact on the
product they build or the project that creates the product.
 Agile Development
What is it?
❖Agile software engineering combines a philosophy and a set
of development guidelines.
❖The philosophy encourages customer satisfaction and early
incremental delivery of software; small, highly motivated
project teams; informal methods; minimal software
engineering work products; and overall development
simplicity.

❖The development guidelines stress delivery over analysis and

design and active and communication between developers and
customers.
 Cont..

Who does it?

•Software engineers and other project stakeholders

(managers, customers, end users) work together on an
agile team.

Why is it important?

•It helps to ensure that development teams complete

projects on time and within budget.
•It improves communication between the development
team and the product owner.
•It can help reduce the risks associated with complex
projects.
•It applies to nearly every industry.
 What are the steps?

•Agile development might best be termed “software

engineering lite.”
The basic framework activities—

❖communication
❖planning
❖modeling
❖construction
❖deployment

What is the work product? “software increment” that

is delivered to the customer on the appropriate
commitment date.
 How to Be Agile?
• To “be agile,” you need to put the agile values and
principles into practice.
• Agile Methods
• Agile methods consist of individual elements called
practices.
• Don’t Make Your Own Method
• Find a Mentor
 Find a Mentor
• Other groups practicing XP in your
organization
• Other companies practicing XP in your area
• A local XP/Agile user group
• XP/Agile consultants
• The XP mailing list:
[email protected]
Traditional Methods vs. Agile Methods
Different Types of Agile Frameworks

Kanban
•Kanban methodology is about day-to-day workflows and processes. It
is a simple, visual means of managing projects that enables teams to
see the progress so far and what’s coming up next.

•Kanban projects are primarily managed through a Kanban board,

which segments tasks into three columns: “To Do,” “Doing,” and
“Done.”

•The main benefit of this methodology is the increased transparency,

allowing team leaders to clearly see which tasks are assigned to
which team members and what is yet to be completed to make
meaningful progress.
Scrum
•Scrum is one of the most popular Agile methodologies, as it
can bring teams together with a sharp focus and an
efficient, collaborative approach to task execution.
•It is similar to Kanban in many ways.
•Scrum typically uses a Scrum board, similar to a Kanban
board, and groups tasks into columns based on progress.
•Unlike Kanban, Scrum focuses on breaking a project down
into sprints and only planning and managing one sprint at a
time.
 •Sprints are the Scrum way of breaking projects down
into iterations that can last anywhere between one and
four weeks each.
• Bringing team members together from different
departments, these sprints help you channel a
collective focus to your projects.

Scrum also features a robust set of principles and

activities that dictate how you work. These include:
❖Sprint planning: Planning sessions to identify the
purpose behind your sprints
❖Roles: Key roles in the Scrum project management
process
❖Product backlog: A list of tasks arranged according to
priority level
 Feature-driven development (FDD)
•Feature-driven development is another software-specific
Agile framework.
• This methodology involves creating software models
every two weeks and requires a development and design
plan for every model feature.
• It has more rigorous documentation requirements than
XP, so it’s better for teams with advanced design and
planning abilities.
FDD breaks projects down into five basic activities:
❖Develop an overall model
❖Build a feature list
❖Plan by feature
❖Design by feature
❖Build by feature
 Dynamic Systems Development Method (DSDM)
•The Dynamic Systems Development Method (DSDM)
was born of the need for a common industry framework
for rapid software delivery.
•Rework is to be expected, and any development changes
that occur must be reversible.
• Like Scrum, XP, and FDD, DSDM uses sprints.
This framework is based on eight fundamental principles:
Focus on the business need
❖Deliver on time
❖Collaborate
❖Never compromise quality
❖Build incrementally from firm foundations
❖Develop iteratively
❖Communicate continuously and clearly
❖Demonstrate control
 Lean

•Lean development is often grouped with Agile, but it’s

an entirely different methodology that happens to share
many of the same values.
• The main Principles of the Lean Methodology include:
❖Eliminating waste
❖Build quality in
❖Create knowledge
❖Defer commitment
❖Deliver fast
❖Respect people
❖Optimize the whole
Crystal

•Crystal is a family of Agile methodologies that includes

Crystal Clear, Crystal Yellow, Crystal Orange, Crystal
Red, etc.
•Each has a unique framework.
•Your choice depends on several project factors, such as
your team size, priorities, and project criticality.
Extreme Programming (XP)

•Extreme Programming (XP) was designed for Agile

software development projects.
•It focuses on continuous development and customer
delivery and uses intervals or sprints, similar to a Scrum
methodology.
•However, XP also has 12 supporting processes specific
to the world of software development:
❖Planning game
❖Small releases
❖Customer acceptance tests
❖Simple design
❖Pair programming
❖Test-driven development
❖Refactoring
❖Continuous integration
❖Collective code ownership
❖Coding standards
❖Metaphor
❖Sustainable pace
Extreme Programming puts the customer at the center
of everything the team does. In XP, teams can involve
the end users in a meaningful way and use the
feedback they get to deliver the best possible product.
Understanding XP
The XP Lifecycle

Figure. XP lifecycle
 The XP Lifecycle
• XP teams work on activities every day.
• XP team produces deployable software every
week.
• In each iteration, the team analyzes, designs,
codes, tests, and deploys a subset of features.
• XP emphasizes face-to-face collaboration. This is
so effective in eliminating communication delays
and misunderstandings.
• This allows them to work on all activities every
day—with simultaneous phases.
• Team is more productive. Team gets feedback
much more frequently.
 How It Works
• XP teams perform nearly every software development activity
simultaneously.

• XP does it by working in iterations: week-long increments of

work.

• They work on stories:

• Delivering four to ten stories.

• they work on all phases of development for each story. At the

end of the week, they deploy their software for internal review.
 The XP Lifecycle
Planning
• Every XP team includes several business
experts—the on-site customers.
• Project vision, creating stories, constructing a release
plan, and managing risks.
• estimates and suggestions
• The planning effort is most intense during the first
few weeks of the project.
• In addition to the overall release plan, the team
creates a detailed plan for the upcoming week at the
beginning of each iteration.
 The XP Lifecycle
Analysis
• On-site customers are responsible for figuring out
the requirements for the software.
• They figure out the general requirements for a story
before the programmers estimate it and the detailed
requirements before the programmers implement it.
• Formalize the requirements.
• Ubiquitous language
 The XP Lifecycle
Design and coding
• XP uses incremental design and architecture to
continuously create and improve the design in small
steps.
• Test-driven development
• To support this process, programmers work in pairs
• Programmers integrate their code every few hours
and ensure that every integration is technically
capable of deployment.
• programmers also maintain coding standards and
share ownership of the code.
 The XP Lifecycle
Testing
• Each member of the team makes his own
contribution to software quality.
• Programmers provide the first line of defence with
test-driven development.
• Customer tests help ensure that the programmers’
intent matches customers’ expectations.
• Testers help the team understand whether their
efforts are in fact producing high quality code.
 The XP Lifecycle
Deployment
• XP teams keep their software ready to deploy
at the end of any iteration.
• They deploy the software to internal
stakeholders every week in preparation for
the weekly iteration demo.
• Deployment to real customers is scheduled
according to business needs.
 The XP Team
• How to design and program the software (programmers,
designers, and architects)
• Why the software is important (product manager)
• The rules the software should follow (domain experts)
• How the software should behave (interaction designers)
• How the user interface should look (graphic designers)
• Where defects are likely to hide (testers)
• How to interact with the rest of the company (project
manager)
• Where to improve work habits (coach)
 The Whole Team
• XP teams sit together in an open workspace.
• At the beginning of each iteration, the team
meets for a series of activities.
• These typically take two to four hours in total.
• The team also meets for daily stand-up
meetings, which usually take five to ten
minutes each.
• Team members work out the details of each
meeting when they need to.
 On-Site Customers
• Responsible for defining the software the team
builds.
• The rest of the team can and should contribute
suggestions and ideas
• Ultimately responsible for determining what
stakeholders find valuable.
• Release planning, project’s vision; identify features
and stories; determine how to group features into
small, frequent releases; manage risks.
 On-Site Customers
• On-site customers may or may not be real
customers, depending on the type of project.
• Responsible for refining their plans
• Responsible for providing programmers with
requirements details.
• Typically, product managers, domain experts,
interaction designers, and business analysts
play the role of the on-site customer.
• Customer involvement makes a huge
difference in product success.
 The product manager
• Maintain and promote the product vision.
• Have deep understandings of their markets.
• Understanding of what the software will
provide and why it’s the most important thing.
• Product manager is committed to the project
full-time.
• Once a team is running smoothly, the product
manager might start cutting back on his
participation.
 Domain experts
• Domain experts are responsible for figuring
out domain rules.
• Domain experts, also known as subject matter
experts, are experts in their field.
• Financial analysts and PhD chemists.
• Spend most of their time with the team,
figuring out the details of upcoming stories
and standing ready to answer questions when
programmers ask.
 Interaction designers
• Interaction designers help define the product UI.
• Focuses on understanding users, their needs, and
how they will interact with the product.
• They perform such tasks as interviewing users,
creating user personas, reviewing paper prototypes
with users, and observing usage of actual software.
• Interaction designers divide their time between
working with the team and working with users.
• Fill this role with a graphic designer, the product
manager, or a programmer.
 Business analysts
• On non agile team- Between the customers
and developers, by clarifying and refining
customer needs into a functional
requirements specification.

• Clarify and refine customer needs.

• Express technical trade-offs in business terms.

 Programmers
• A great product vision requires solid
execution. The bulk of the XP team consists of
software developers in a variety of specialties.
• Each of these developers contributes directly
to creating working code.
• Minimize its cost.
• Finding the most effective way of delivering
the stories.
• programmers provide effort estimates and
suggest alternatives.
 Programmers
• Programmers spend most of their time pair
programming. Using test-driven development,
they write tests, implement code, refactor, and
architect the application.
• Establish coding standards
• programmers build their software to use a
ubiquitous language.
• Help ensure the long-term maintainability of
the product by providing documentation at
appropriate times.
 Designers and architects
• Everybody codes on an XP team, and
everybody designs.
• Guiding the team’s incremental design and
architecture efforts.
• They act as peers— as programmers—rather
than teachers
• Simplifying complex designs.
 Technical specialists
• The XP “programmer” role includes other
software development roles.
• Include a database designer, a security expert,
or a network architect.
• XP programmers are generalizing specialists.
 Testers
• Testers help XP teams produce quality results
from the beginning.
• They help customers identify holes in the
requirements and assist in customer testing.
• Testers also act as technical investigators for
the team.
• Provide information about the software’s non
functional characteristics.
• XP teams don’t include dedicated testers.
 Coaches
• XP teams self-organize
• XP leaders are called coaches.

• A coach’s work is subtle; it enables the team

to succeed.
• Making sure that the team includes the right
people.
 Coaches
• Set up conditions for energized work, and they
assist the team in creating an informative
workspace.
• Help the team generate organizational trust
and goodwill.
• Maintain their self-discipline, helping them
remain in control of challenging practices.
 The project manager
• Project managers help the team work with the
rest of the organization.
• They are usually good at coaching non
programming practices.
 Team Size
• With 4 to 10 programmers (5 to 20 total team
members). For new teams, four to six
programmers is a good starting point.
• Team size of 12 people (6 programmers 4
customers, 1 tester, and a project manager)
• XP teams can be as small as one experienced
programmer and one product manager
• Smallest team – XP team consists of five
people
 Team Size
• Four programmers (one acting as coach)and
one product manager (who also acts as
project manager, domain expert, and tester).
• Starting with 10 programmers produces a
20-person team that includes 6 customers, 3
testers, and a project manager.
• Reduce the overall productivity.
 XP Concepts
• XP has its own vocabulary. XP uses this
vocabulary.
– Refactoring
– Technical Debt
– Time boxing
– Stories
– Iterations
– Velocity
– Mindfulness
 Values and Principles
• Agile Manifesto, a collection of 4 values and
12 principles.
Values
• Individuals and Interactions Over Processes and
Tools
• Working Software Over Comprehensive
Documentation
• Customer Collaboration Over Contract Negotiation
• Responding to Change Over Following a Plan
 Values and Principles
Principles
• Customer satisfaction through early and
continuous software delivery
• Accommodate changing requirements
throughout the development process
• Frequent delivery of working software
• Collaboration between the business
stakeholders and developers throughout the
project
 Values and Principles
Principles
• Support, trust, and motivate the people
involved
• Enable face-to-face interactions
• Working software is the primary measure of
progress
• Agile processes to support a consistent
development pace
 Values and Principles
Principles
• Attention to technical detail and design
enhances agility
• Simplicity
• Self-organizing teams encourage great
architectures, requirements, and designs
• Regular reflections on how to become more
effective
 Values and Principles
XP Values
Values are ideals. They’re abstract and distinct.
•Courage
•Communication
•Simplicity
•Feedback
•Respect
 Values and Principles
• Principles are applications of those ideals to
an industry.
• The value of simplicity leads us to focus on the
essentials of development.
• Practices are principles applied to a specific
type of project.
 Improve the Process
• Understand Your Project
– Feedback
– Encourage open discussion.

• Tune and Adapt

• Break the Rules
 Eliminate Waste
Work in Small, Reversible Steps
–The easiest way to reduce waste is to reduce the
amount of work you may have to throw away.
–Incremental change
–Taking baby steps.
–Pair Programming
–Test Driven Development
–Refactoring
 Eliminate Waste
Fail Fast
– Failure is another source of waste.
– Projects with no real risks are losers.
– Instead of trying to avoid failure, embrace it.

– Failing fast applies to all aspects of your work.

 Eliminate Waste
Maximize Work Not Done
–Simplicity is the art of maximizing the work not
done.
–Everything should be made as simple as possible,
but not one bit simpler.
–Feedback, communication, self-discipline, and trust.
–Maximize the time you spend producing releasable
software and improve the team’s ability to focus on
what’s really important.
 Eliminate Waste
Pursue Throughput
–Unreleased software
–Partially done work represents unrealized
investment.
–Partially done work also hurts throughput
–Low throughput introduces more waste.
–To minimize partially done work and wasted effort,
maximize your throughput.
 Deliver Value
Exploit Your Agility
• Improves your ability to recognize and take
advantage of new opportunities.
• Agility requires you to work in small steps
• A small initial investment of time and resources,
properly applied, begins producing quantifiable value
immediately.
• Delivering value to your customer is your most
important job.
 Deliver Value
• Developing features closely with the on-site
customer allows you to identify potential
misunderstandings and provides nearly
instant responses to questions.
• Including real customers in the process with
frequent deliveries of the actual software
demonstrates its current value to them.
 Deliver Value
Only Releasable Code Has Value
• Code that meets customer needs perfectly has
little value.
• Delivering actual value means delivering real
software. Un releasable code has no value.
• Working software is the primary measure of
your progress.
• Only code that you can actually release to
customers can provide real feedback.
 Deliver Value
Deliver Frequently
• Delivering working, valuable software
frequently makes your software more
valuable.
• The highest priority of any software project is
to deliver value, frequently and continuously,
and by doing so, to satisfy the customer.
 __________Maintain and promote the product
vision.
a)Product Manager
b)Programmer
c)Coach
d)Tester
Which of the following statement is correct?
a) XP teams work on activities every day.
b) XP team produces deployable software every week.
c) XP emphasizes face-to-face collaboration
d) All of the above
Incremental development in Extreme
Programming (XP) is supported through a
system release once every month.
a)True
b) False
In XP Increments are delivered to customers
every _______ weeks.
a) One
b)Two
c) One week or two weeks
d) None
Which four framework activities are found in the
Extreme Programming(XP) ?
a) analysis, design, coding, testing
b) planning, analysis, design, coding
c) planning, Analysis, design, coding, testing
d) planning, analysis, coding, testing
Select the option that suits the Manifesto for
Agile Software Development
a) Individuals and interactions
b) Working software
c) Customer collaboration
d) All of the mentioned
Agile Software Development is based on
a) Incremental Development
b) Iterative Development
c) Linear Development
d) Both Incremental and Iterative Development
Which on of the following is not an agile method?
a) XP
b) 4GT
c)Scrum
d) All of the mentioned
 Agility is defined as the ability of a project team
to respond rapidly to a change.
a) True
b) False
___________is the process of changing the
structure of code without changing its behavior.
a)Testing
b)Refactoring
c)Reverse Engineering
d)None