Being Agile
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The document discusses agile software development methods. It begins by outlining qualities of great software such as being user-friendly, robust, adaptable, etc. It then contrasts traditional "waterfall" development with newer agile methods. The core of agile is outlined in the Agile Manifesto which values individuals, working software, customer collaboration, and responding to change over processes, documentation, contracts, and plans. Key agile principles are presented, focusing on satisfying customers, responding to change, frequent delivery, collaboration, motivated individuals, face-to-face communication, working software, sustainability, technical excellence, simplicity, and self-organizing teams. Specific agile frameworks like Scrum are introduced, covering concepts like backlogs
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Being Agile
- 1. Being Agile How to Condense Order from the Chaos
- 2. Previously…
- 3. Bad Agile!
- 5. Designed by development teams… …for development teams!
- 6. Software Development is Hard!
- 7. Great software needs to… Work as intended
- 8. Great software needs to… Work as intended Be user friendly
- 9. Great software needs to… Work as intended Be user friendly Be adaptable
- 10. Great software needs to… Work as intended Be user friendly Be robust Be adaptable
- 11. Great software needs to… Work as intended Be user friendly Be robust Be adaptable Be portable
- 12. Great software needs to… Work as intended Be user friendly Be robust Be adaptable Be portable Be scalable
- 13. Great software needs to… Work as intended Be user friendly Be robust Be adaptable Be efficient Be portable Be scalable
- 14. Great software needs to… Work as intended Be user friendly Be robust Be adaptable Be reusable Be efficient Be portable Be scalable
- 15. Great software needs to… Work as intended Be user friendly Be robust Be adaptable Be reusable Be efficient Be portable Be secure Be scalable
- 16. Great software needs to… Work as intended Be user friendly Be robust Be adaptable Be reusable Be efficient Be portable Be secure Be scalable Be deliverable
- 17. User-friendly? Learnability Efficiency Memorability Errors Satisfaction
- 19. Waterfall Requirements Design Implementation Integration Testing Debugging Deployment Maintenance
- 21. Agile!
- 22. Meanwhile, somewhere in Utah… … circa 2001
- 23. The Agile Manifesto 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.
- 24. Value Individuals Working Software Customer collaboration Responding to change
- 25. Principles
- 26. “Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.”
- 27. “Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.”
- 28. “Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.”
- 29. “Business people and developers must work together daily throughout the project.”
- 30. “Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.”
- 31. “The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.”
- 32. “Working software is the primary measure of progress.”
- 33. “Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.”
- 34. “Continuous attention to technical excellence and good design enhances agility.”
- 35. “Simplicity—the art of maximizing the amount of work not done—is essential.”
- 36. “The best architectures, requirements, and designs emerge from self-organising teams.”
- 37. “At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.”
- 38. Shuhari of Agile
- 39. Learn (Shu)
- 40. Detach (Ha)
- 41. Transcend (Ri)
- 42. Scrum
- 43. Simplify
- 44. Backlog
- 46. User Stories As a customer / user… I want… So that…
- 47. Complexity… …and the inevitable dreaded estimation
- 49. Sprint Zero
- 50. Backlog Grooming
- 51. Sprint Planning
- 52. Stand-ups
- 53. Demos
- 54. Retrospectives
- 55. Scrum of Scrums
- 56. Thank you!
Notas del editor
- Top down
- Philosophy!
- Bottom up
- Learnability: How easy is it for users to accomplish basic tasks the first time they encounter the software?Efficiency: Once users have learned the software, how quickly can they perform tasks?Memorability: When users return to the software after a period of not using it, how easily can they re establish proficiency?Errors: How many errors do users make, how severe are these errors, and how easily can they recover from the errors?Satisfaction: How pleasant is it to use the software?
- Over-plannedLots of rules and regulationsRegimentedMicromanagedPhased
- Fewer rules and regulationsAdaptabilityEvolvesOwnership
- 17 prominent developersKent Beck (SmallTalk, TDD, JUnit)Martin Fowler (Dependency injection, continuous integration, continuous delivery)Uncle Bob Martin (Software Craftmanship, Clean Code)Practitioners of several programming methodologies
- Traditional wisdom: learn the fundamentals, techniques, heuristics, and proverbs
- Break with tradition: detachment from the illusions of self
- There are no techniques or proverbs, all moves are natural, becoming one with spirit alone without clinging to forms; transcending the physical
- Framework for agileCross functional teamsValue at every layer of the system
- Break down to smaller tasksSimplify deliveryIterate quickly
- Features and development tasks broken down into User storiesStarts out fuzzy but becomes better understood as it is prioritised towards iterations
- Customer valueAcceptance criteriaSpikesDependancy management
- Poker planning
- Set-up for successGoals as driversEnvironmentsToolsProcessesBacklogDefinition of Done