Chapter 3

® Agile Development
Slide Set to accompany
Software Engineering: A Practitioner’s Approach, 7/e
by Roger S. Pressman

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These slides are designed to accompany Software Engineering: A Practitioner’s Approach, 7/e
(McGraw-Hill, 2009) Slides copyright 2009 by Roger Pressman.
 Agile methods
® Dissatisfaction with the overheads involved in software design
methods of the 1980s and 1990s led to the creation of agile
methods. These methods:
" Focus on the code rather than the design
" Are based on an iterative approach to software development
" Are intended to deliver working software quickly and evolve this quickly
to meet changing requirements.
® The aim of agile methods is to reduce overheads in the
software process (e.g. by limiting documentation) and to be
able to respond quickly to changing requirements without
excessive rework.

Chapter 3 Agile
software
development
The 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:
*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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. B =

" Effective (rapid and adaptive) response to

change
B Effective communication among all stakeholders
® Drawing the customer onto the team
® QOrganizing a team so that it is in control of the
work performed
Yielding ...
® Rapid, incremental delivery of software

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Aqility and the Cost of Change
A

g(]
+—
c
'E’ cost of change
% using conventional
®- software processes \
)
- :
cost of change
using agile processes

\ idealized cost of change using

agile process

>
development schedule progress

These slides are designed to accompany Software Engineering: A Practitioner’s Approach, 7/e
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Plan-driven and agile
specification
Plan-based development

Requirements Requirements Design and

engineering specification implementation

Requirements d'mn
requests

Agile development

Requirements Design and

engineering implementation

Chapter 3 Agile
software
dev%Iopment
5 B = I |

® |s 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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m_glllty Principles -
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 team is face-to—face conversation.

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 Agility Principles - |l
(8 = =

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 adjusts its behavior
accordingly.

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(McGraw-Hill, 2009) Slides copyright 2009 by Roger Pressman.
 Agile method applicability
EEEESR

Product development where a software company is

developing a small or medium-sized product for sale.
Custom system development within an organization,
where there is a clear commitment from the customer
to become involved in the development process and
where there are not a lot of external rules and
regulations that affect the software.
Because of their focus on small, tightly-integrated
teams, there are problems in scaling agile methods to
large systems.

Chapter 3 Agile
software
development
10
Problems with agile methods
It can be difficult to keep the interest of customers who
are involved in the process.
Team members may be unsuited to the intense
iInvolvement that characterises agile methods.
Prioritising changes can be difficult where there are
multiple stakeholders.
Maintaining simplicity requires extra work.
Contracts may be a problem as with other approaches
to iterative development.

Chapter 3 Agile
software
development
11
 Agile methods and software
maintenance
Most organizations spend more on maintaining existing
software than they do on new software development. So, if
agile methods are to be successful, they have to support
maintenance as well as original development.
Two key issues:
- Are systems that are developed using an agile approach
maintainable, given the emphasis in the development process of
minimizing formal documentation?
- Can agile methods be used effectively for evolving a system in
response to customer change requests?
Problems may arise if original development team cannot be
maintained.
Chapter 3 Agile
software
development
12
Plan-driven and agile
development
®Plan-driven development
" A plan-driven approach to software engineering is
based around separate development stages with the
outputs to be produced at each of these stages planned
in advance.
" Not necessarily waterfall model — plan-driven,
incremental development is possible
® [teration occurs within activities.
®Agile development
® Specification, design, implementation and testing are
inter-leaved and the outputs from the development
process are decided through a process of negotiation
during the software development process.
Chapter 3 Agile
software
development
13
Human Factors
W 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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[ &5
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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 Extreme Programming (XP)
® XP Design
Class Name
® Follows the KIS principle
® Encourage the use of CRC cards (see Chapter 8)
® For difficult design problems, suggests the creation of “spike
Responsibilities
EIAGHERRER 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 executed to
assess customer visible functionality

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 is CRC card
-
What —_
'
r

CRC stands for Class, Responsibilities, Collaborations

A brainstorming tool used in the design of object-oriented software.
The cards are arranged to show the flow of messages among instances of each
class.
A collection of standard index cards that have been divided into three sections
1. A class represents a collection of similar objects.
2. A responsibility is something that a class knows or does.
3. A collaborator is another class that a class interacts with to fulfill its
responsibilities.

Student

Student Namea Cowse Class

Student ID
Depatment Enralked in
Register for Course
Other collaborating
PR
Drop Course

—.

Course

Cowse Name Instructor Class

Courga number
Courge Depanment

These slides are deg gifi?ifl fm%fi:fi ?r COU M5 Other collabo rating
(McGraw-Hill, 2009) classes 17
 XP Practices Whioks
Team

Collective Coding
Ownership Test-Driven Standard

Extr e m e P r o g r a m m =~ | - ) &
/ Development \ \

Conhnuous \\ Simple
Inteqration Design Pace
—_—— Metaphor "

simple
. I d
esngn
. spike
- solution
sl
3}
CRC cards Smal
mw v K P graeming com

user stories
values
accepfance ftest criteria
iteration plan

refactoring

pair programming

Release .I
software increment | unit fest . .
project velocity computed '. continvous integration
|

acceptance festing
2
B L D L ] S R e A e e L P =

(McGraw-Hill, 2009) Slides copyright 2009 by Roger Pressman 18

 Who (often called role) and what
Why (optional)
Easy to understand
Short
Indicates measures of success

#pmineflconf2015
@LewisCindy
 User Story Examples (1 of 2)
BAs a smart phone user, | BAs a business owner, |
want to be able to install want to be able to accept
the application. credit cards.

BAs a smart phone user, | BAs a business owner, |

want to be able to uninstall want to be able to receive
the application. confidential customer
feedback.
#pmineflconf2015
@LewisCindy
 User Story Examples (2 of 2)
®As a dog owner, | wantthe ®As a dog owner, | don't
dog to notify me when it want the dog to bite
needs to go out. humans.

®As a dog owner, | wantthe ®As a dog owner, | want the

dog to sit when asked. dog to come when called.

#pmineflconf2015
@LewisCindy
 ® 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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AdaEtive Software DeveIoEment
adaptive cycle planning Requirements gathering
mission statement JAD
project consfraints mini-specs |
basic requirements \
time-boxed release plan \

Release
software increment I
adjusiments for subsequent cycles components implemented/tested
focus rou[:)s for feedback
formal technical reviews
postmortems

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Dynamic Systems Development Method
® Promoted by the DSDM Consortium (www.dsdm.org)
® DSDM—distinguishing features
® Similar in most respects to XP and/or ASD
®" Nine guiding principles
Active user involvement is imperative.
DSDM teams must be empowered to make decisions.
The focus is on frequent delivery of products.
Fitness for business purpose is the essential criterion for acceptance of
deliverables.
Iterative and incremental development is necessary to converge on an accurate
business solution.
All changes during development are reversible.
Requirements are baselined at a high level
Testing is integrated throughout the life-cycle.

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Dynamic Systems Development Method

DSDM Life Cycle (with permission of the DSDM consortium)

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 rOngmally 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
“vacklog” 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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Scrum
Scrum Project Lifecycle

Project Project
End
sprint 1 Sprint 2 Sprint 3 sprint 4
Implementation & Developer Testing

- Vision . ?;;;3‘;5‘ ?:;.’_ fAcceptance

- Expectations .
- Business Case
- Product Backlog Deployment
Definition Detailed
Requirements Brakition
Prioritization
Copymig
b T4 Danbe Techiolg ks, e, Al NgIE meenrd,

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 Daily Scrum
Meeting

Backlog tasks
expanded
Sprint Backlog

Potentially Shippable
Product Backlog Product Increment
As prioritized by Product Owner

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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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(McGraw-Hill, 2009) Slides copyright 2009 by Roger Pressman. 29
Feature Driven Development
® QOriginally proposed by Peter Coad et al
® FDD—distinguishing features
® Emphasis is on defining “features”
* a feature “is a client-valued function that can be
implemented in two weeks or less.”
® Uses a feature template
* <action> the <result> <by | for | of | to> a(n) <object>
® A features list is created and “plan by feature” is
conducted
® Design and construction merge in FDD

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(McGraw-Hill, 2009) Slides copyright 2009 by Roger Pressman. 30
 Feature Driven Development

{more shape A categorized A development A design package Completed

than content) list of features plan (sequences) client-valued
An object model + (more content function
+ informal features list than shape)
+ notes on alternatives

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(McGraw-Hill, 2009) Slides copyright 2009 by Roger Pressman. 31
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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(McGraw-Hill, 2009) Slides copyright 2009 by Roger Pressman. 32