Chapter 3

 Agile Development
Slide Set to accompany

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The Manifesto for
Agile Software Development
“We are uncovering better ways of developing
software by doing it and helping others to 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

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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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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 binds 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.

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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. (work together )
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.

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Human Factors
 the process molds to the needs of the people
and team, not the other way around
 key qualities must exist among the people on
an agile team and the team itself:
 Competence. (capability)
 Common focus.
 Collaboration.
 Decision-making ability.
 Fuzzy (uncertain) problem-solving ability.
 Mutual trust and respect.
 Self-organization.
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Extreme Programming (XP)
 The most widely used agile process, originally
proposed by Kent Beck
 Value
 Communication between s/w engineers and
stakeholder
 Need to design only immediate need with intent to
create simple design that can be easily implemented
in code
 Feedback from implemented s/w, customer and
other s/w team member
 Courage to design for today with consideration that it
may change in future
 Respect
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Engineering:
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 Extreme Programming (XP)
 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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9
Extreme Programming (XP)
 XP Design
 Follows the Keep It Simple principle
 Encourage the use of CRC cards (class responsibility collabrator)
 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 defined by the customer and excuted to
assess customer visible functionality

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(McGraw-Hill, 2009) Slides copyright 2009 by Roger Pressman. 10
Extreme Programming (XP)
spike solut ions
simple design
prot ot ypes
CRC cards
user st ories
values
accept ance t est crit eria
it erat ion plan

refact oring

pair
programming

Release
sof t ware increment
unit t est
project velocit y comput ed cont inuous int egrat ion

accept ance t est ing

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(McGraw-Hill, 2009) Slides copyright 2009 by Roger Pressman. 11
Adaptive Software Development
 Originally proposed by Jim Highsmith
 ASD — distinguishing features
 Mission-driven planning
 Component-based focus
 Uses “time-boxing” (See Chapter 24)
 Explicit consideration of risks
 Emphasizes collaboration for requirements gathering
 Emphasizes “learning” throughout the process

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(McGraw-Hill, 2009) Slides copyright 2009 by Roger Pressman. 12
Adaptive Software Development
adapt ive cycle planning Requirement s gat hering
uses mission st at ement JAD
project const raint s mini-specs
basic requirement s
t ime-boxed release plan

Release
sof t ware increment
adjust ment s f or subsequent cycles
component s implement ed/ t est ed
focus groups for feedback
formal t echnical reviews
post mort ems
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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” (hurry) 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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(McGraw-Hill, 2009) Slides copyright 2009 by Roger Pressman. 14
Scrum

Scrum Process Flow (used wit h permission)

These slides are designed to accompany Software Engineering: A Practitioner’s Approach, 7/e
(McGraw-Hill, 2009) Slides copyright 2009 by Roger Pressman. 15