Chapter 3

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

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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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 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 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.
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 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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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
 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 defined by the customer and excuted to
assess customer visible functionality

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Extreme Programming (XP)
sp ik e so lut io
sim p le d esig
ns
n
p ro t o t yp es
user st o r ies CRC card s
values
accep t ance t est c r it er
ia
it erat io n p lan

ref ac t o r
ing

p air
p ro g ram m
ing

Release
s o f t w a r e in c r e m e n t
unit t est
p r o j e c t v e lo c it y c o m p c o nt inuo us int eg rat io
uted n

ac c ep t anc e t est
ing
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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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Adaptive Software Development
ad ap t iv e c y c le p Req uir em ent s g at her
lanning ing
uses m issio n st at em ent JA D
pro jec t co nst raint s m ini- sp ec s
b asic requirem ent s
t im e- b o x ed r elease
p lan

Release
s o f t w a r e in cr e m e n t
a d j u s t m e n t s f o r su b se q u e n t
cy c le s c o m p o nent s im p lem ent ed / t
est ed
f o c us g r o up s f o r f eed b
ac k f o r m al t ec hnic al r
ev iew s
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p o st m o r tApproach,
em s 7/e
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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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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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Scrum

Scr u m Pr o ce ss Flo w ( u se d w it h p e r m
issio n )
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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
 Originally 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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Feature Driven Development

Reprinted with permission of Peter Coad

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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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(McGraw-Hill, 2009) Slides copyright 2009 by Roger Pressman. 21