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What is agile
This document provides an introduction and overview of Agile software development. It discusses that Agile is a family of lightweight methodologies that advocate for human-centric development processes. The key aspects of Agile covered are the Agile Manifesto, values like communication and feedback, and practices like short iterations, test-driven development, planning, tracking progress, and maintaining a sustainable pace. It also discusses how Orange & Bronze has adopted Agile since 2005 and offers internal Agile training.
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What is agile
- 1. What is Agile? Introductionto Agile Software Development
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- 3. How the customerexplained it
- 4. How the projectleader understood it
- 5. How the analystdesigned it
- 6. How the programmerwrote it
- 7. How the businessconsultant described it
- 8. How the projectwas documented
- 9. How much theproject cost
- 10. What the customerreally needed
- 11. Agenda Whatis Agile? Agile Manifesto Benefits Values Selected Practices Agile at Orange & Bronze
- 12. What is Agile? Family of methodologies that advocate “lightweight” and “human” software development processes Extreme Programming (XP), Scrum, Kanban, Lean, Crystal, Agile Unified Process... Coined in 2001 by the creators of similar methodologies reacting to “heavyweight” methodologies “heavyweight”: too much work
- 13. What is Agile? Emphasis on... Customer satisfaction Job satisfaction Remove things that do not contribute to above Culture Values and attitude of people involved are just as important as processes
- 14. The Agile Manifesto Weare 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.
- 15. Benefits Studies show... Improved customer satisfaction Higher quality Better predictability Improved employee retention Higher job satisfaction Mainstream acceptance Your clients are probably adopting agile
- 16. Values Communication Simplicity Feedback Courage Respect
- 17. Communication Goalis shared view Documentation should have a purpose Face-to-face is preferred Common work area Cubicles discouraged
- 18. Simplicity YAGNI– You Ain't Gonna Need It Don't overcomplicate with what might be needed in the future. Things may will change. Use simplest possible solution Design, code, documentation, tools, etc Improves communication
- 19. Feedback FromSystem Automated tests and continuous integration From Customer Acceptance tests and frequent interactions From Team Team communicates estimates and issues with customer and among themselves Feedback becomes input to project leading to continuous improvement
- 20. Courage Findand discuss problems early Especially with client Say when you need help Change and experiment to continuously improve New requirements Refactoring New processes and practices New technologies and tools
- 21. Respect Don'tcommit broken code Keep automated tests running Don't delay the work of others Maintain quality and communication Keep teammates motivated
- 22. Selected Practices To bediscussed: Others: Whole Team Continuous Integration Customer/Developer Stand-Up Meetings Roles Self-Managed Teams Short Iterations Pair Programming Test-Driven Refactoring Development User Stories Planning Planning Boards Tracking Burn-Down Charts Sustainable Pace Retrospectives Collective Code
- 23. Whole Team Everyone involved should feel part of one team, including customer Often requires educating customer Everyone should be easily accessible for questions and other impromptu communication Common work area where possible, frequent meetings where not Shared access to resources Common repository, issue tracker, etc Focus People ideally should have only one project at a time
- 24. Customer/Developer Roles Customer Developer Developer Customer
- 25. Short Iterations What's theproblem with “Waterfall”? Mistakes are hard to find in early stages Difficult to validate Change becomes more expensive in later stages
- 26. Short Iterations Reality... Customers don't know what they want until they see it Developers don't know how hard a problem is until they start Business needs change
- 27. Short Iterations Evolutionary approach Each iteration is complete development cycle Analysis, Design, Implementation, Testing, and sometimes incremental Deployment Output is working, usable software! Demo session held with customer at end of iteration gain feedback adjust plans for succeeding iterations 1 – 3 weeks
- 28. Test-Driven Development Tests are central to development process Types Unit Tests: method and class level Integration Tests: between classes, components and other systems Acceptance Tests: customer requirements defined as tests Tests are automated where possible Unit, Integration – always
- 29. Test-Driven Development Tests are unambiguous requirements specifications Avoid misunderstandings by defining requirements as acceptance tests! Unit tests cut the time spent finding bugs Fixing a bug is usually easy, finding it is a nightmare! Unit tests shape design Components are decoupled, interfaces well-thought Tests are written before and during implementation
- 30. Planning 1. Customers defineand prioritize requirements Often as “user stories” - lightweight use cases 2. Dev team collectively estimates cost of each requirement Assign “points” to each 3. Customers review requirements against cost and may re-prioritize 4. Dev team distributes requirements across iterations, according to estimated team “velocity” Higher priority requirements go to earlier iterations
- 31. Tracking Devteam tracks progress each day, usually via “burn down chart”
- 32. Tracking Ifdev team sees that iteration schedule will not be met, they inform customer immediately Too much work – inform customer which requirements will not be delivered at iteration ind Too little work – request more work from customer or pull from “backlog” Iteration end date does not move. Only workload changes.
- 33. Sustainable Pace Studies show that productivity drops when developers work long hours for extended periods Overtime should be controlled and avoided where possible Communication and courage with customer is important Track velocity and inform customer early if expected schedules will not be met Use experience as input for future schedules, ask customer to review and re-prioritize requirements
- 34. Agile at Orange& Bronze Been doing Agile since its foundation in 2005 Before it became mainstream We've tried different methodologies and practices XP, Scrum, Kanban Not all practices work in all conditions The first to offer training in Agile methodologies and practices Scrum, TDD, Agile Business Analysis, Agile QA, etc Trainers are seasoned practictioners
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- 40. For our Agileand Java training courses, go to: http://orangeandbronze.com/course-offerings