Agile Software Development: What's Really Going On

IBM Software Group
Agile Software Development: Whats Really Going On

Scott W. Ambler Practice Leader Agile Development
2007 IBM Corporation
IBM Software Group | Rational software
Scott Ambler - Background

Practice Leader Agile Development Fellow International Association of Software Architects www-306.ibm.com/software/rational/bios/ambler.html
Presentation Overview
Warning! Agile Software Development (ASD)
Agile Adoption Rates

Going Beyond the Extreme Rhetoric
Warning!
Im spectacularly blunt at times
Many new ideas will be presented

Some may not fit well into your existing environment Some will challenge your existing notions about software development Some will confirm your unvoiced suspicions Dont make any career-ending moves Be skeptical but open minded
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Agile Software Development (ASD)

What is ASD? How its different Mythbusters Why does ASD Work? Some Common Practices
What is Agile?
An iterative and incremental (evolutionary) approach performed in a highly collaborative manner with just the right amount of ceremony to produce high quality software in a cost effective and timely manner which meets the changing needs of its stakeholders.
Core principles
Fits just right process Continuous testing and validation Consistent team collaboration Rapid response to change Ongoing customer involvement Frequent delivery of working software
How Agile is Different

Focus on collaboration:
Less paperwork and more conversation Stakeholders actively involved
Focus on working software:

Greater feedback makes agile projects easier to manage Less documentation is required Less bureaucracy
Agilists are generalizing specialists:

Less hand offs between people Less people required
Specialists find it difficult at first to fit into the team
Agile is based on practice, not theory:

This is a significant change from traditional You need to see how agile works in practice to truly understand it
Mythbusters
Myth
1. No Documentation
Reality
1. Agile Documentation
2. Undisciplined
3. No Planning 4. Not Predictable 5. Does Not Scale 6. Is a Fad 7. Silver Bullet 8. RUP isnt agile
2. Requires great discipline

3. Just-in-time (JIT) planning 4. Far more predictable 5. Eclipse is agile 6. Its quickly becoming the norm 7. It requires skilled people 8. RUP is as agile as you make it
9. Not Fixed Price
9. Agile provides stakeholders control over the budget, schedule, and scope
Why Agile Works

www.ambysoft.com/essays/whyAgileWorksFeedback.htm
Some Common Practices

Regular Deployment of Working Software Pair Programming Refactoring Continuous Integration Test Driven Development (TDD) Shared Code Ownership Active Stakeholder Participation
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Agile Adoption Rates*

Have you Adopted Agile? Number of Projects Run Success Rates
*Figures
from an April 2007 Survey to be summarized in the August 2007 issue of Dr. Dobbs Journal
Has Your Organization Adopted One or More Agile Techniques?
No 31%
Yes 69%
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Number of Agile Projects Run

20+ 57
10 to 20
30
5 to 10
82
2 to 5
194
64
13
% of Successful Agile Projects
5% 12%
6% 44%
33%
90%+
75-90%
50-74%
25-49%
>25%
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Going Beyond the Extreme Rhetoric

Modeling and Documentation Rational Unified Process (RUP) Testing Database Refactoring Database Regression Testing Governance
Agile Model Driven Development (AMDD) Project Level

www.agilemodeling.com/essays/amdd.htm
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Agile Documentation
Document the stable, not the speculative Agile documents:
Maximize stakeholder ROI
Describe good things to know Have a specific customer and facilitate the work efforts of that customer Are sufficiently accurate, consistent, and detailed
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Rational Unified Process (RUP)
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Agile Testing
www.ddj.com/dept/debug/196603549?cid=Ambysoft
Regression testing is critical to the success of evolutionary (iterative and incremental) development Acceptance tests are considered to be primary requirements artifacts Unit tests are considered to be detailed design artifacts
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Database Refactoring
A database refactoring is a simple change to a database schema that improves its design while retaining both its behavioral and informational semantics. Examples: Move Column, Rename Table, and Replace Blob With Table. A database schema includes both structural aspects such as table and view definitions as well as functional aspects such as stored procedures and triggers. Important: Database refactorings are a subset of schema transformations, but they do not add functionality. www.agiledata.org
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Database Testing
www.agiledata.org/essays/databaseTesting.html
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Agility at Scale: Right-Sizing Governance

Pragmatic Governance Body Staged Program Delivery Manage Project Pipeline By Business Value Scenario-Driven Development Iterative Development Adapt The Process Risk-Based Milestones Continuous Improvement Embedded Compliance
Simple And Relevant Metrics Continuous Project Monitoring
Organization & Meetings Mission & Principles
Processes Measures
Roles & Responsibilities
Policies & Standards Integrated Lifecycle Environment Valued Corporate Assets Flexible Architectures
Self-Organizing Teams Align HR Policies With IT Values Align Organization Structure With Architecture
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Keep In Touch!
IBM Software Group
Scott W. Ambler
www-306.ibm.com/software/rational/bios/ambler.html
References and Recommended Reading

www.agilealliance.com www.agilemodeling.com www.agiledata.org www.ambysoft.com www.databaserefactoring.com www.enterpriseunifiedprocess.com Ambler, S.W. (2002). Agile Modeling: Effective Practices for XP and the UP. New York: John Wiley & Sons. Ambler, S.W. (2003). Agile Database Techniques. New York: John Wiley & Sons. Ambler, S.W. (2004). The Object Primer 3rd Edition: AMDD with UML 2. New York: Cambridge University Press. Ambler, S.W. and Sadalage, P.J. (2006). Refactoring Databases: Evolutionary Database Design. Reading, MA: Addison Wesley Longman, Inc. Larman, C. (2004). Agile and Iterative Development: A Managers Guide. Reading, MA: Addison Wesley McGovern, J., Ambler, S.W., Stevens, M., Linn, J., Sharan, V., & Jo, E. (2003). The Practical Guide to Enterprise Architecture. Prentice Hall PTR.
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