This presentation contains comparison of different agile methods like XP, Scrum, DSDM, FDM etc..

1. Prasad Prabhakaran
© Satyam 2009

2. Objective of this talk
Understand uniqueness of Agile software Development
Bring out key differentiator of different
Strength weakness analysis of different methods
Summary & Key takeaways
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3. Agile software development
Agile software development is a style of software development characterized by an
emphasis on people, communication, working software, and responding to
change.
Its principles are summarized in its seminal declaration, the Manifesto for Agile
Software Development.
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4. Key characteristics
All Agile methodologies engage in an iterative workflow and incremental delivery of
working software in short time-boxed iterations.
An iteration is essentially a small release of software.
Generally during each iteration many activities will occur in parallel, such as
requirements, coding, and testing.
Iterations are typically a fixed length (although this length varies between the
methodologies) and thus are referred to as time-boxed.
The time allocated to each iteration is sometimes referred to as a cycle time.
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5. Software development lifecycle KEY: Project management
Process
support in agile methods Practices / activities / work products
Adapted from Abrahamsson, P., Salo, O., Ronkainen, J., & Warsta, J. (2002).
Agile Software Development Methods: Review and Analysis. VTT Publications 478. (pp. 95)
Agile
RUP
Crystal
DSDM
XP
FDD
Scrum
Concept Requirements Design Code Unit test Integration System Acceptance System
Creation Specification test test test in use
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6. Agile UP
Phases
Inception, Elaboration, Construction, Transition
Disciplines
Model, Implementation, Test, Deployment, Configuration
Management, Project Management, Environment
Philosophies
Your staff knows what they're doing, Simplicity, Agility, Focus on
high-value activities, Tool independence, You'll want to tailor the
AUP to meet your own needs
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7. Crystal Clear
Frequent Delivery of Usable Code to Users (required)
Reflective Improvement (required)
Osmotic Communication Preferably by Being Co-
Located (required)
Personal Safety
Focus
Easy Access to Expert Users
Automated Tests, Configuration Management, and
Frequent Integration
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8. DSDM
Principles
User involvement is the main key, The project team must be
empowered, Frequent delivery of products, Delivering a system
that addresses the current business needs, Development is
iterative and incremental, Changes are reversible, High level
scope and requirements should be base-lined, Testing is carried
out throughout the project life-cycle, Communication and
cooperation among all project stakeholders
Techniques
Timeboxing, MoSCoW, Prototyping, Testing, Workshop, Modelling
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9. eXtreme Programming (XP)
Values
Communication, Simplicity, Feedback, Courage, Respect
Activities
Coding, Testing, Listening, Designing
Practices
Pair programming, Planning Game, Test Driven Development,
Whole team, Continuous Integration, Design Improvement, Small
Releases, Coding Standards, Collective Code Ownership, Simple
Design, System Metaphor, Sustainable Pace
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10. Feature Driven Development
Activities
Develop Overall Model, Build Feature List, Plan By Feature,
Design By Feature, Build By Feature, Milestones
Best practices
Domain Object Modeling
Developing by Feature
Individual Class (Code) Ownership
Feature Teams
Inspections
Configuration Management
Regular Builds
Visibility of progress and results
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11. Scrum
Techniques
Team creation
Backlog creation
Project segmentation
Scrum meetings
Burndown charts
Phases
Review release plans
Distribution, review and adjustment of product standards
Sprint
Sprint review
Closure
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12. Key Terms and Examples (1)
Agile Method Term Examples
Agile UP Phases Inception, elaboration, construction, transition
Disciplines Model, implementation, test, project management
Philosophies Simplicity, tool independence
Crystal Clear Properties Frequent delivery of usable code, reflective improvement,
osmotic communication
Strategies Incremental Rearchitecture, Information Radiators.
Techniques Daily Stand-up Meetings, Side-by-Side Programming, Burn
Charts.
DSDM Principles User involvement, empowered project team must, frequent
delivery of products, testing throughout the project life-cycle
Techniques Timeboxing, MoSCoW, testing, workshop
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13. Key Terms and Examples (2)
Agile Method Term Examples
eXtreme Values Communication, simplicity, feedback, courage,
Programming respect
(XP) Activities Coding, testing, listening, designing
Techniques Pair programming, test driven development,
continuous integration, collective code
ownership
Feature Driven Activities Plan by feature, design by feature, build by
Development feature
Best practices Domain object modelling, developing by feature,
individual class (code) ownership, visibility of
progress and results
Scrum Techniques Team creation, backlog creation, project
segmentation, scrum meetings, burn down
burn down
charts
Phases Review release plans, sprint, sprint review,
closure
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14. Techniques Stressed in Methods
AUP Crystal DSDM XP FDD Scrum
Clear
Active stakeholder
participation
Agile Model Driven
Development (AMDD)
Code refactoring
Code regression testing
Co-location
Common coding guidelines
Continuous integration
Pair programming
Single sourcing information
Test Driven Design (TDD)
These techniques
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15. XP
Strengths Weakness
Strong technical practices. Requires onsite customer.
Customer ownership of feature Documentation primarily through
priority, developer ownership of verbal communication and code. For
estimates. some teams these are the only
Frequent feedback opportunities. artifacts created, others create minimal
Most widely known and adopted design and user documentation.
approach. Difficult for new adopters to determine
how to accommodate architectural and
design concerns
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16. Scrum
Strengths Weakness
Complements existing practices. Only provides project management
Self organizing teams and feedback. support, other disciplines are out of
Customer participation and steering. scope.
Priorities based on business value. Does not specify technical practices.
Only approach here that has a Can take some time to get the
certification process. business to provide unique priorities for
each requirement.
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17. FDD
Strengths Weakness
Supports multiple teams working in Promotes individual code ownership
parallel. as opposed to shared/team ownership.
All aspects of a project tracked by Iterations are not as well defined by
feature. the process as other Agile
Design by feature and build by feature methodologies.
aspects are easy to understand and The model-centric aspects can have
adopt. huge impacts when working on existing
Scales to large teams or projects well systems that have no models.
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18. AUP
Strengths Weakness
Robust methodology with many Higher levels of ceremony may be a
artifacts and disciplines to choose hindrance in smaller projects.
from. Minimal attention to team dynamics.
Scales up very well. Documentation is much more formal
Documentation helps communicate in than most approaches mentioned here.
distributed environments.
Priorities set based on highest risk.
Risk can be a business or technical
risk.
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19. Crystal
Strengths Weakness
Family of methodologies designed to Expects all team members to be co-
scale by project size and criticality. located. May not work well for
Only methodology that specifically distributed teams.
accounts for life critical projects. Adjustments are required from one
As project size grows, cross-functional project size/structure to another in
teams are utilized to ensure order to follow the prescribed flavor of
consistency. Crystal for that project size/criticality.
The "human" component has been Moving from one flavor of Crystal to
considered for every aspect of the another in mid project doesn't work, as
project support structure. Crystal was not designed to be upward
An emphasis on testing is so strong or downward compatible
that at least one tester is expected to
be on each project team
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20. DSDM
Strengths Weakness
An emphasis on testing is so strong Probably the most heavyweight
that at least one tester is expected to project compared in this survey.
be on each project team. Expects continuous user involvement.
Designed from the ground up by Defines several artifacts and work
business people, so business value is products for each phase of the project;
identified and expected to be the heavier documentation.
highest priority deliverable. Access to material is controlled by a
Has specific approach to determining Consortium, and fees may be charged
how important each requirement is to just to access the reference material.
an iteration.
Sets stakeholder expectations from
the start of the project that not all
requirements will make it into the final
deliverable.
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21. Summary
Two ways of categorizing the appropriateness of any Agile method to a given
environment are project size and criticality. Although this doesn't provide a complete view
of the appropriateness of an Agile method in a context, it does provide a very good
general description of the fit.
XP is generally most appropriate on smaller, highly dynamic projects although many of
many of
its practices can provide value when combined with other management methodologies.
AUP provides a higher ceremony process that may be appropriate for larger teams,
distributed teams, and systems of higher criticality.
Scrum is a framework that focus on how to manage the overall process, maximize
process, maximize
business value, and reduce waste. Because Scrum do not specify technical practices,
either can complement methodologies that do, such as XP or a company's existing
methodology.
DSDM is a heavier and more formal flavor of Agile, and is very business centric. It
compares in many ways to AUP, but focuses on current business value as opposed to
risk.
Crystal offers a range of methodologies to choose from, each varying by project size
and criticality. As the project size and/or criticality increases, Crystal adds mechanisms to
support the additional burden of larger teams and higher degree of safety required by
more critical projects.
Finally, FDD is an interesting mix. It can function as a complete Agile process, or can be
combined with Scrum, Lean or XP to produce a customized integration of techniques
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22. References
A Practical Guide to Seven Agile Methodologies by Rod Coffin & Derek Lane
Agile software methods review and analysis by Pekka and Jussi
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