UNIT 2

Agile Development
Content

Agility and Agile Process Model

Extreme Programming

Other Process Models of Agile Development and

Tools

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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

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Agility and the Cost of
Change

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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
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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 teamUnit 2
is face–to–face conversation.
 Contd…
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 adjustsUnit
its2behavior accordingly.
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.

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Process Models

Generic Process
Model

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Extreme Programming (XP)
 The most widely used agile process, originally proposed by Kent
Beck
 XP Planning
 Begins with the creation of “user stories”
 Agile team assesses each story and assigns a cost
 Stories are grouped to for a deliverable increment
 A commitment is made on delivery date
 After the first increment “project velocity” is used to help
define subsequent delivery dates for other increments

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Contd…
 XP Design
 Follows the KIS principle
 Encourage the use of CRC cards (see Chapter 8)
 For difficult design problems, suggests the creation of “spike
solutions”—a design prototype
 Encourages “refactoring”—an iterative refinement of the internal
program design
 XP Coding
 Recommends the construction of a unit test for a store before coding
commences
 Encourages “pair programming”
 XP Testing
 All unit tests are executed daily
 “Acceptance tests” are definedUnit
by2the customer and executed to assess
Contd…
spike solutions
simple design
prototypes
CRC cards
user stories
values
acceptance test criteria
iteration plan

refactoring

pair
programming

Release
software increment
unit test
project velocity computed continuous integration

acceptance testing

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Other Agile Process Models
It includes:
1. Adaptive Software Development (ASD)
2. Scrum
3. Dynamic Systems Development Method (DSDM)
4. Crystal
5. Feature Driven Development (FDD)
6. Lean Software Development (LSD)
7. Agile Modeling (AM)
8. Agile Unified Process (AUP)

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Adaptive Software Development

 Originally proposed by Jim Highsmith

 ASD — distinguishing features
 Mission-driven planning
 Component-based focus
 Uses “time-boxing”
 Explicit consideration of risks
 Emphasizes collaboration for requirements gathering
 Emphasizes “learning” throughout the process

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Adaptive Software Development
adaptive cycle planning Requirements gathering
uses mission statement J AD
project constraints mini-specs
basic requirements
time-boxed release plan

Release
software increment
adjustments for subsequent cycles
components implemented/ tested
focus groups for feedback
formal technical reviews
postmortems

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Dynamic Systems Development
Method

DSDM Life Cycle (with permission of the DSDM consortium)

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Scrum
 Originally proposed by Schwaber and Beedle
 Scrum—distinguishing features
 Development work is partitioned into “packets”
 Testing and documentation are on-going as the product is
constructed
 Work occurs in “sprints” and is derived from a “backlog” of
existing requirements
 Meetings are very short and sometimes conducted without
chairs
 “demos” are delivered to the customer with the time-box
allocated
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Crystal
 Proposed by Cockburn and Highsmith
 Crystal—distinguishing features
 Actually a family of process models that allow
“maneuverability” based on problem characteristics
 Face-to-face communication is emphasized
 Suggests the use of “reflection workshops” to review the
work habits of the team

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Feature Driven
Development

Reprinted with permission of Peter Coad

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Lean software development (LSD)
 It has adapted the principles of lean manufacturing to the
world of software engineering.
 The lean principles can be summarized as:
 Eliminate waste
 Build quality in
 Create knowledge
 Defer commitment
 Deliver fast
 Respect people
 Optimize the whole
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 Each of these principles can be adapted to the software process.
 Example: eliminate the waste within the context of an agile software
project can be interpreted to mean:
 Adding no extraneous features or functions
 Assessing the cost and schedule impact of any newly requested
requirement.
 Removing any superfluous process steps
 Establishing the mechanisms to improve the way team members
find information
 Ensuring the testing finds as many errors as possible
 Reducing the time required to request and get a decision that
affects the software or the process that is applied to create it.
 Streaming the manner in which information is transmitted to all
stakeholders involved in the process
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Agile Modeling
 Originally proposed by Scott Ambler
 Suggests a set of agile modeling principles
 Model with a purpose
 Use multiple models
 Travel light
 Content is more important than representation
 Know the models and the tools you use to create them
 Adapt locally

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Agile Unified Process (AUP)
 It adopts a “serial in the large” and the “iterative in the small”
philosophy for building computer-based systems.
 By adopting the classic UP phased activities:
 Inception
 Elaboration
 Construction
 Transition

AUP provides a linear sequence of software engineering activities

that enables the team to visualize the overall process flow for
a software project.

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 Each AUP iteration addresses the following
activities:
 Modeling
 Implementation
 Testing
 Deployment
 Configuration and Project Management
 Environment Management

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 Tool Set for the Agile
Process
 The tool set supports agile processes that focus more on
people issues than it does on the technology issues.
 Active communication is achieved via the team dynamics
while passive communication is achieved by “information
radiators” (eg. A flat panel display that presents the overall
status of different components of an increment).
 Project management tools deemphasize the Gantt Chart and
replace it with earned value charts or “graphs of tests created
versus passed”… other agile tools are used to optimise the
environment in which the agile team works, improve the team
culture by nurturing the social interactions, physical devices
and process enhancement Unit 2