Agile Introduction
15 likes3,160 views
The document provides an introduction to agile methodologies in software development, outlining the challenges and factors influencing project success and failure. It contrasts traditional development methods like waterfall with agile practices that promote flexibility, user collaboration, and iterative progress. Additionally, it discusses key elements of agile, such as user stories, daily stand-ups, and the importance of continuous improvement and team dynamics.
Agile Introduction
- 1. An Introduction to Agile Adrian Smith @adrianlsmith Engineering Innovation.
- 2. State of the IT Industry Successful means on-time, on-budget, and with all features and functions as defined in the initial scope Challenged means late, over budget, and/or with less features and functions than defined in the initial scope Failed means cancelled prior to completion, or delivered but never used. Source: 2009 Chaos Report - Standish Group http:// www.agileengineeringdesign.co Engineering Innovation.
- 3. Influencing Factors Success Factors Failure Factors 1. User Involvement 1. Incomplete Requirements 2. Executive Management Support 2. Lack of User Involvement 3. Clear Statement of Requirements 3. Lack of Resources 4. Proper Planning 4. Unrealistic Expectations 5. Realistic Expectations 5. Lack of Management Support 6. Smaller Project Milestones 6. Changing Requirements 7. Competent Staff 7. Lack of Planning 8. Ownership 8. Didn’t Need It Any Longer 9. Clear Vision & Objectives 9. Lack of IT Management 10. Hard-Working, Focused Staff 10. Technology Illiteracy Source: 2009 Chaos Report - Standish Group http:// www.agileengineeringdesign.co Engineering Innovation.
- 4. Nature of Software Development Software development and implementation is a Complex Process as distinct from a Defined Process. Defined Process Complex Process Repeatable Sensitive to Input Predictable Variation Low Noise Levels Not Repeatable Non Linear Feedback Example: Baking a cake Example: Driving a car http:// www.agileengineeringdesign.co Engineering Innovation.
- 5. Traditional Methods • Waterfall Methodology • Traditional (waterfall) development methodologies rely on significant up-front planning that ideally captures and understands all requirements in detail. • Require a defined Process • Difficult to include change • Deliver benefits at end of process http:// www.agileengineeringdesign.co Engineering Innovation.
- 6. Traditional Traditional vs Agile Plan Analysis Design Develop Test Deploy Operate Benefit Return Investment Cost Late ROI Analysis Analysis Analysis Develop Develop Develop Deploy Deploy Deploy Design Design Design Plan Plan Plan Test Test Test Operate Agile Benefit Return Investment Cost Early ROI Engineering Innovation.
- 7. Agile Methods Agile is an umbrella term for a set of values, principles and practices. Management! Practices! Technical! Social/Team! Practices! Practices! Increase Value Values &! Principles! Reduce Risk Manage Complexity Empirical control, Continuous monitoring, Heuristics Engineering Innovation.
- 8. Agile History Crystal! RUP! Scrum! DSDM! XP! Agile! FDD! Engineering Innovation.
- 9. 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: Text 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. http:// www.agileengineeringdesign.co Engineering Innovation.
- 10. Agile Foundation AGILE TECHNICAL AGILE TEAM PRACTICES PRACTICES Test-Driven Development Continuous Integration Colocation Automated Deployment Daily Stand Ups Incremental Design and Architecture Iteration Planning Acceptance Test-Driven Development Customer Showcase Refactoring Retrospective Technical Spikes Adaptive Release Plan Exploratory Testing Cross-Functional Team Collective Code Ownership Requirements as Stories Definition of Done Planning/Story Wall Ubiquitous Language Informative Workspace PRACTICES Burn Up/Down Charts Parking Lot Diagrams Success Sliders Planning Poker AGILE PRINCIPLES Simplicity PRINCIPLES Transparency Frequent Delivery Customer Involvement Technical Excellence Team Work AGILE VALUES VALUES Self Organisation Emergent Design Working Deliverables Continuous Improvement Human Interactions Sustainable Pace Customer Collaboration Responding to Change Engineering Innovation.
- 11. Agile Delivery Approach Assess Plan Deliver Deploy ITERATION ITERATION Assess Plan and ITERATION technical refine the Deployment feasibility and proposed idea Iterative development of working Go Go Go and delivery of high business No-Go and prepare for No-Go No-Go software into value of development quality working production proposed software environments idea 5% 10% 80% 5% Engineering Innovation.
- 12. Release Agile Delivery Layers Release Planning Iteration 1 Iteration 2 Iteration 3 ... Iteration n Release Iteration Iteration Planning Daily Work Daily Work Daily Work ... Daily Work Customer Showcase Team Retrospective Day Stand Up Team Task Team Task Team Task ... Team Task Update Progress
- 13. Does Agile Work? Co-Located Projects of Equivalent Team Size (Average project size 500,000 lines of new and existing code) Data based on Industry Average Agile Average Difference the comparison Project Value (million) $3.5 $2.2 $1.3 of 7,500 projects Schedule (months) 12.6 7.8 4.8 completed Defects during QA 242 121 50% worldwide Staffing 35 35 0 Distributed Projects of Equivalent Value (Average project size 700,000 lines of new and existing code) Industry Average Agile Average Difference Project Value $5.5 $5.2 $0.3 (million) Schedule 15 6.3 8.7 (months) Defects during QA 713 635 11% Staffing 40 92 52 Source: Michael Mah - Cutter Consortium http:// www.agileengineeringdesign.co Engineering Innovation.
- 15. Requirements as Stories FRONT A story is a multi-purpose Points User Story: artefact used to collate requirements and facilitate As a... user ( of the system) planning and tracking of the I want... (a particular facility) project So that... (I receive some benefit) Story is written from perspective of the user in BACK simple language Acceptance Criteria: Acceptance criteria ensures Given... (a particular scenario) clear definition of done When... (I perform some action) Then... (I expect some outcome) Additional details may be captured in electronic system http:// www.agileengineeringdesign.co Engineering Innovation.
- 16. Iteration Planning Backlog To Do Doing Done 2 2 Prioritised by Value User Story User Story 4 4 User Story User Story 8 8 User Story User Story Prioritised by Value 1 1 User Story User Story 4 4 User Story User Story 2 User Story User Story ? Iteration planning is the process of agreeing and ? planning work for the coming iteration User Story User Story ? Amount of work planned is based on evidence of past iterations http:// www.agileengineeringdesign.co Engineering Innovation.
- 17. Daily Stand Up Meetings Stand up meetings encourage communication, collaboration and early identification of risks within the team Participants discuss: 1. Work completed 2. Work planned 3. Issues and risks Meetings are held near planning wall and updates are typically made during the meeting Meetings are to create shared understanding typically daily and involve the whole team http:// www.agileengineeringdesign.co Engineering Innovation.
- 18. Planning Wall / Workspace Backlog To Do Doing Done 2 2 2 2 Prioritised by Value User Story User Story User Story User Story 4 4 4 4 User Story User Story User Story User Story 8 8 8 8 User Story User Story User Story User Story Prioritised by Value 1 1 1 User Story User Story User Story 4 4 User Story User Story 2 User Story User Story ? Planning walls create an informative workspace ? and demonstrate progress of work User Story User Story ? Progress of work through iteration is measured to provide feedback http:// www.agileengineeringdesign.co Engineering Innovation.
- 19. Customer Showcase Iteration Update Progress Update What Next? • What did we achieve • How far are we thru the • Focus for next iteration • Demo / show work work / project based on customer completed • What is the path to feedback • What issues did we face completion • Key milestones http:// www.agileengineeringdesign.co Engineering Innovation.
- 20. Retrospectives Worked Could Work Questions/ Well Better Issues/Risks Determine root cause and create actions Celebrate Clarify or address Retrospectives are Actions for the basis for Improvement Incorporate actions continuous in next iteration improvement http:// www.agileengineeringdesign.co Engineering Innovation.
- 22. No Estimates Poor Documentation No Planning High Risk Anti- Architecture Poor Just Quality Stand Ups Pair No Cost Programming Control
- 23. Adopting Agile
- 24. Agile Adoption People Learn in a 3-Stage Progression Shu - Follow Learn and practice the techniques Ha - Break Away Collect additional techniques Ri - Fluent Blend and develop new techniques Engineering Innovation.
- 25. Management Support Engineering Innovation.
- 26. Working as a Team Engineering Innovation.
- 27. Technical Excellence and Quality Engineering Innovation.
- 28. Automated Testing Engineering Innovation.
- 29. Continuous Improvement Engineering Innovation.
- 30. Agile Adoption Risks 1. Agile methods are easily misunderstood Agile practices are like any other practices; they’re learned through example, application, and training. However, if the practices are disconnected from the principles and values they just won’t work. 2. Organisational change is hard Adopting Agile within a team or organisation requires change that is received differently by different people. Some are early adopters, the majority are reluctant and some are resistant. 3. Agile methods make value visible Unlike the complex, bureaucratic waterfall organisation, which is opaque, if someone in an Agile team/project is not contributing, the fact will become obvious—and fast. Engineering Innovation.
- 31. Common Smells
- 32. Common Smells New Functionality Unacceptable Takes Too Long Quality Us vs Them Features Not Used by What Customer? Customer Post-Development Hardening Required Development Costs Are Too High Lack of Visibility Large Number Resources Dedicated of Defects to Multiple Projects Engineering Innovation.
- 33. Fixing Smells Smell Agile Practice Test-driven Development, Continuous Integration, Refactoring, Unacceptable quality Simple Design New functionality take Simple Design, Refactoring, Test-driven development, too long to implement Continuous integration Features not used by Customer Collaboration, Requirements as Stories customer Development costs Simple Design, Refactoring, Collective Code Ownership, Test- are too high Driven Development Us verse Them Customer Collaboration, Requirements as Stories Customers ask for Customer collaboration, Requirements as Stories everything http:// www.agileengineeringdesign.co Engineering Innovation.
- 34. Fixing Smells Smell Agile Practice What customer? None Big Visual Charts, Retrospectives,Test-Driven Development, Lack of visibility Continuous Integration Bottlenecked Context switching, Collective Code Ownership resources Hundreds of Test-Driven Development, Automated Functional and outstanding bugs Acceptance Tests, Continuous Integration, Exploratory Testing Post development Continuous Integration, Continuous Deployment hardening required http:// www.agileengineeringdesign.co Engineering Innovation.
- 35. Benefits of Agile
- 36. Benefits of Agile 1. Improve Delivery Creates consistent and predictable delivery of work based on evidence 2. Reduce Costs Eliminate wasteful and inefficient processes that add complexity and cost 3. Continuous Improvement Focus of technical excellence and regular inspection and improvement of practices 4. Competitive Advantage Capitalise of market changes and opportunities by being able to rapidly respond to change 5. Great Place to Work A focus of social and team centric practices improve the working environment Engineering Innovation.
- 37. Agile as a Strategy Principles! Strategies! Respond to Change! Engage Customers! Early and Frequent Delivery! Timely Delivery! Goal! Maximize Human/Team Centric Market Methods! Motivated Team! Opportunities and Revenue" Technical Excellence! Valuable! Features! Process Innovation! Process Innovation! Engineering Innovation.
- 38. Insanity: Doing the same thing over and over again and expecting different results
- 39. Thank You An Introduction to Agile Dr Adrian Smith @adrianlsmith Engineering Innovation.