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Praise for Essential Skills for the Agile Developer

“I tell teams that the lean and agile practices should be treated like a
buffet: Don’t try and take everything, or it will make you ill—try the
things that make sense for your project. In this book the authors have
succinctly described the ‘why’ and the ‘how’ of some of the most effec-
tive practices, enabling all software engineers to write quality code for
short iterations in an efficient manner.”
—Kay Johnson
Software Development Effectiveness Consultant, IBM

“Successful agile development requires much more than simply mas-

tering a computer language. It requires a deeper understanding of
agile development methodologies and best practices. Essential Skills for
the Agile Developer provides the perfect foundation for not only learn-
ing but truly understanding the methods and motivations behind agile
development.”
—R.L. Bogetti
www.RLBogetti.com,
Lead System Designer, Baxter Healthcare

“Essential Skills for the Agile Developer is an excellent resource filled with
practical coding examples that demonstrate key agile practices.”
—Dave Hendricksen
Software Architect, Thomson Reuters
Essential Skills for the
Agile Developer
This page intentionally left blank
Essential Skills for the
Agile Developer

A Guide to Better Programming and Design

Alan Shalloway
Scott Bain
Ken Pugh
Amir Kolsky

Upper Saddle River, NJ • Boston • Indianapolis • San Francisco

New York • Toronto • Montreal • London • Munich • Paris • Madrid
Capetown • Sydney • Tokyo • Singapore • Mexico City
Many of the designations used by manufacturers and sellers to distinguish their products are
claimed as trademarks. Where those designations appear in this book, and the publisher was
aware of a trademark claim, the designations have been printed with initial capital letters or
in all capitals.

The authors and publisher have taken care in the preparation of this book, but make no
expressed or implied warranty of any kind and assume no responsibility for errors or
omissions. No liability is assumed for incidental or consequential damages in connection
with or arising out of the use of the information or programs contained herein.

The publisher offers excellent discounts on this book when ordered in quantity for bulk
purchases or special sales, which may include electronic versions and/or custom covers and
content particular to your business, training goals, marketing focus, and branding interests.
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Library of Congress Cataloging-in-Publication Data

Essential skills for the agile developer : a guide to better programming and design / Alan
Shalloway . . . [et al.].
p. cm.
Includes index.
ISBN 978-0-321-54373-8 (pbk. : alk. paper)
1. Agile software development. I. Shalloway, Alan.
QA76.76.D47E74 2011
005.1—dc23
2011023686

Copyright © 2012 Pearson Education, Inc.

All rights reserved. Printed in the United States of America. This publication is protected
by copyright, and permission must be obtained from the publisher prior to any prohibited
reproduction, storage in a retrieval system, or transmission in any form or by any means,
electronic, mechanical, photocopying, recording, or likewise. To obtain permission to
use material from this work, please submit a written request to Pearson Education, Inc.,
Permissions Department, One Lake Street, Upper Saddle River, New Jersey 07458, or you
may fax your request to (201) 236-3290.

ISBN-13: 978-0-321-54373-8
ISBN-10: 0-321-54373-4
Text printed in the United States on recycled paper at RR Donnelley in Crawfordsville,
Indiana.
First printing, August 2011
To my loving and lifetime partner, Leigh, my muse, who
keeps me more humble than I would otherwise be. And
while giving me a reason not to be writing books, keeps
the pressure up to get the job done.

—Alan Shalloway

To June Carol Bain. I wish she had lived to see her son
become the teacher she always told him he should be.
Hey, mom, you nailed it.

—Scott Bain

To Ron, Shelly, and Maria: those who matter.

—Amir Kolsky

To my brother Don, who gave me a reason to become an

engineer.

—Ken Pugh
This page intentionally left blank
 Contents

Series Foreword ___________________________________________________________xvii

Preface ______________________________________________________________________ xxi
Acknowledgments ________________________________________________________ xxiii
About the Authors ________________________________________________________ xxv

Part I
The Core Trim Tabs __________________________________________1

Chapter 1
Programming by Intention _________________________________ 3
Programming by Intention: A Demonstration_____________________3
Advantages _______________________________________________________6
Method Cohesion _____________________________________________6
Readability and Expressiveness _________________________________7
Debugging _________________________________________________ 10
Refactoring and Enhancing___________________________________ 11
Unit Testing ________________________________________________ 13
Easier to Modify/Extend _____________________________________ 15
Seeing Patterns in Your Code _________________________________ 16
Movable Methods ___________________________________________ 17
Summary _______________________________________________________ 18

ix
x Contents

Chapter 2
Separate Use from Construction ________________________ 21
An Important Question to Ask ____________________________________ 21
Perspectives _____________________________________________________ 22
Perspective of Creation ______________________________________ 23
Perspective of Use ___________________________________________ 24
What You Hide You Can Change ______________________________ 25
Realistic Approach __________________________________________ 27
Other Practical Considerations ________________________________ 30
Timing Your Decisions ____________________________________________ 30
Overloading and C++ ____________________________________________ 31
Validating This for Yourself ________________________________________ 32
Summary _______________________________________________________ 33

Chapter 3
Define Tests Up Front ____________________________________ 35
A Trim Tab: Testing and Testability _________________________________ 35
What Is Testing? _________________________________________________ 35
Testability and Code Quality ______________________________________ 36
Case Study: Testability ____________________________________________ 37
Setting Ourselves Up for Change ______________________________ 38
Programmer as Frog _________________________________________ 39
A Reflection on Up-Front Testing __________________________________ 39
Better Design _______________________________________________ 42
Improving Clarity of Scope: Avoiding Excess Work ______________ 42
Reducing Complexity________________________________________ 42
Other Advantages ___________________________________________ 43
No Excuses _________________________________________________ 43
Summary _______________________________________________________ 44

Chapter 4
Shalloway’s Law and Shalloway’s Principle ___________ 45
Types of Redundancy_____________________________________________ 46
Copy and Paste _____________________________________________ 46
 Contents xi

Magic Numbers _____________________________________________ 46

Other Types ________________________________________________ 46
Redefining Redundancy __________________________________________ 46
Other Types of Redundancy _______________________________________ 47
The Role of Design Patterns in Reducing Redundancy ________________ 48
Few Developers Spend a Lot of Time Fixing Bugs ____________________ 48
Redundancy and Other Code Qualities _____________________________ 50
Summary _______________________________________________________ 52

Chapter 5
Encapsulate That! _________________________________________ 53
Unencapsulated Code: The Sabotage of the Global Variable ___________ 53
Encapsulation of Member Identity _________________________________ 54
Self-Encapsulating Members ______________________________________ 56
Preventing Changes ______________________________________________ 58
The Difficulty of Encapsulating Reference Objects ____________________ 59
Breaking Encapsulation with Get()_________________________________ 62
Encapsulation of Object Type ______________________________________ 64
Encapsulation of Design __________________________________________ 67
Encapsulation on All Levels _______________________________________ 69
Practical Advice: Encapsulate Your Impediments _____________________ 69
Summary _______________________________________________________ 72

Chapter 6
Interface-Oriented Design ________________________________75
Design to Interfaces ______________________________________________ 75
Definition of Interface ____________________________________________ 75
Interface Contracts _______________________________________________ 76
Separating Perspectives ___________________________________________ 77
Mock Implementations of Interfaces _______________________________ 79
Keep Interfaces Simple ___________________________________________ 79
Avoids Premature Hierarchies _____________________________________ 80
Interfaces and Abstract Classes ____________________________________ 81
Dependency Inversion Principle ___________________________________ 82
xii Contents

Polymorphism in General _________________________________________ 83

Not for Every Class_______________________________________________ 84
Summary _______________________________________________________ 84

Chapter 7
Acceptance Test–Driven Development (ATDD) _______ 85
Two Flows for Development_______________________________________ 85
Acceptance Tests _________________________________________________ 88
An Example Test_________________________________________________ 88
Implementing the Acceptance Tests ________________________________ 90
User Interface Test Script _____________________________________ 90
User Interface for Testing ____________________________________ 91
XUnit Testing _______________________________________________ 93
Acceptance Test Framework __________________________________ 93
Connection ________________________________________________ 94
An Exercise _____________________________________________________ 95
What to Do If the Customer Won’t Tell You _________________________ 95
Summary _______________________________________________________ 96

Part II
General Attitudes __________________________________________97

Chapter 8
Avoid Over- and Under-Design __________________________ 99
A Mantra for Development _______________________________________ 99
The Pathologies of Code Qualities _________________________________ 100
Avoid Over- and Under-Design ___________________________________ 101
Minimize Complexity and Rework ________________________________ 102
Never Make Your Code Worse/Only Degrade Your Code Intentionally __ 102
Keep Your Code Easy to Change, Robust, and Safe to Change ________ 103
A Strategy for Writing Modifiable Code in a Non-Object-Oriented or Legacy
System_____________________________________________________ 103
Summary ______________________________________________________ 107
 Contents xiii

Chapter 9
Continuous Integration __________________________________ 109
Branching the Source Code ______________________________________ 109
Multiple Versions: Specialization Branching ___________________ 110
Working in Isolation: Development Branching _________________ 112
Problem, Solution, Problem _________________________________ 114
The Merge-Back ________________________________________________ 115
Test-Driven Development and Merge Cost _________________________ 117
Continuous Integration __________________________________________ 119
Continuous Integration Servers___________________________________ 121
Summary ______________________________________________________ 122

Part III
Design Issues_____________________________________________ 125

Chapter 10
Commonality and Variability Analysis _________________ 127
Using Nouns and Verbs as a Guide: Warning, Danger Ahead! _________ 127
What Is the Real Problem? _______________________________________ 130
What We Need to Know _________________________________________ 131
Handling Variation _________________________________________ 132
Commonality and Variability Analysis _____________________________ 132
Commonality Analysis______________________________________ 132
Variability Analysis _________________________________________ 133
Object-Oriented Design Captures All Three Perspectives ________ 133
A New Paradigm for Finding Objects ______________________________ 134
Tips for Finding Your Concepts and Variations with an Example _ 135
The Analysis Matrix: A Case Study ________________________________ 136
Selecting the Stories to Analyze ______________________________ 141
Summary ______________________________________________________ 145
xiv Contents

Chapter 11
Refactor to the Open-Closed ___________________________ 147
The Open-Closed Principle _______________________________________ 147
Open-Closed to Other Things ________________________________ 151
Open-Closed Is a “Principle”_________________________________ 152
Refactoring ____________________________________________________ 154
Why Refactor? ____________________________________________ 155
Debt versus Investment _____________________________________ 155
Refactoring and Legacy Systems _____________________________ 156
Refactoring to the Open-Closed ______________________________ 157
Just-in-Time Design ________________________________________ 159
Summary ______________________________________________________ 161

Chapter 12
Needs versus Capabilities Interfaces _________________ 163
The Law of Demeter ____________________________________________ 163
Coupling, Damned Coupling, and Dependencies ____________________ 166
Coupling and Testability ____________________________________ 166
Needs versus Capabilities ___________________________________ 167
The Ideal Separation: Needs Interfaces and Capabilities Interfaces _____ 168
Back to the Law of Demeter ______________________________________ 169
Summary ______________________________________________________ 171

Chapter 13
When and How to Use Inheritance ____________________ 173
The Gang of Four _______________________________________________ 173
Initial Vectors, Eventual Results __________________________________ 176
Favoring Delegation_____________________________________________ 178
The Use of Inheritance versus Delegation __________________________ 180
Uses of Inheritance _____________________________________________ 181
Scalability _____________________________________________________ 183
Applying the Lessons from the Gang of Four to Agile Development ___ 184
Testing Issues___________________________________________________ 185
There’s More ___________________________________________________ 187
 Contents xv

Part IV
Appendixes _______________________________________________ 189

Appendix A
Overview of the Unified Modeling Language (UML) ___ 191
What Is the UML? ______________________________________________ 191
Why Use the UML? ________________________________________ 192
The Class Diagram ______________________________________________ 192
UML Notation for Access____________________________________ 194
Class Diagrams Also Show Relationships ______________________ 194
Showing the “has-a” Relationship ____________________________ 195
Composition and Uses ______________________________________ 195
Composition versus Aggregation _____________________________ 196
Notes in the UML __________________________________________ 196
Indicating the Number of Things Another Object Has ___________ 197
Dashes Show Dependence __________________________________ 198
Sequence Diagram ______________________________________________ 198
Object:Class Notation _______________________________________ 198
Summary ______________________________________________________ 200

Appendix B
Code Qualities ____________________________________________ 201
Christmas-Tree Lights: An Analogy _______________________________ 201
Cohesion ______________________________________________________ 204
Description ________________________________________________ 204
Principles _________________________________________________ 204
Practices __________________________________________________ 205
Pathologies ________________________________________________ 205
Indications in Testing _______________________________________ 205
Coupling ______________________________________________________ 205
Description ________________________________________________ 205
Principles _________________________________________________ 206
Practices __________________________________________________ 207
Pathologies ________________________________________________ 207
Indications in Testing _______________________________________ 207
xvi Contents

Redundancy ___________________________________________________ 207

Description ________________________________________________ 207
Principles _________________________________________________ 208
Practices __________________________________________________ 208
Pathologies ________________________________________________ 208
Indications in Testing _______________________________________ 208
Encapsulation __________________________________________________ 208
Description ________________________________________________ 208
Principles _________________________________________________ 209
Practices __________________________________________________ 209
Pathologies ________________________________________________ 210
Indications in Testing _______________________________________ 210

Appendix C
Encapsulating Primitives _________________________________ 211
Encapsulating Primitives in Abstract Data Types ____________________ 211
Principles ______________________________________________________ 212
Narrow the Contract ____________________________________________ 213
Expanding Abstract Data Types ___________________________________ 214
Use Text as External Values ______________________________________ 215
Enumerations Instead of Magic Values ____________________________ 217
Disadvantages __________________________________________________ 218
Summary ______________________________________________________ 219

Index _______________________________________________________ 221

 Series Foreword
The Net Objectives Lean-Agile Series
Alan Shalloway, CEO, Net Objectives

I f you are like me, you will just skim this foreword for the series and
move on, figuring there is nothing of substance here. You will miss
something of value if you do.
I want you to consider with me a tale that most people know but
don’t often think about. That tale illustrates what is ailing this industry.
And it sets the context for why we wrote the Net Objectives Product
Development Series and this particular book.
I have been doing software development since 1970. To me, it is just
as fresh today as it was four decades ago. It is a never-ending source of
fascination to me to contemplate how to do something better, and it is
a never-ending source of humility to confront how limited my abilities
truly are. I love it.
Throughout my career, I have also been interested in other industries,
especially engineering and construction. Now, engineering and con-
struction have suffered some spectacular failures: the Leaning Tower of
Pisa, the Tacoma Narrows Bridge, the Hubble telescope. In its infancy,
engineers knew little about the forces at work around them. Mostly,
engineers tried to improve practices and to learn what they could from
failures. It took a long time—centuries—before they acquired a solid
understanding about how to do things.
No one would build a bridge today without taking into account long-
established bridge-building practices (factoring in stress, compression,
and the like), but software developers get away with writing code based
on “what they like” every day, with little or no complaint from their
peers. And developers are not alone: Managers often require people to
work in ways that they know are counterproductive. Why do we work
this way?

xvii
xviii Series Foreword • The Net Objectives Lean-Agile Series

But this is only part of the story. Ironically, much of the rest is related
to why we call this the Net Objectives Product Development Series. The
Net Objectives part is pretty obvious. All of the books in this series were
written either by Net Objectives staff or by those whose views are con-
sistent with ours. Why product development? Because when building
software, it is always important to remember that software development
is really product development.
By itself, software has little inherent value. Its value comes when it
enables delivery of products and services. Therefore, it is more useful to
think of software development as part of product development—the set
of activities we use to discover and create products that meet the needs
of customers while advancing the strategic goals of the company.
Mary and Tom Poppendieck, in their excellent book Implementing
Lean Software Development: From Concept to Cash (Addison-Wesley, 2006),
note the following:

It is the product, the activity, the process in which software is embedded that is
the real product under development. The software development is just a subset
of the overall product development process. So in a very real sense, we can call
software development a subset of product development. And thus, if we want
to understand lean software development, we would do well to discover what
constitutes excellent product development.

In other words, software in itself isn’t important. It is the value that

it contributes—to the business, to the consumer, to the user—that is
important. When developing software, we must always remember to
look to what value is being added by our work. At some level, we all
know this. But so often organizational “silos” work against us, keeping
us from working together, from focusing on efforts that create value.
The best—and perhaps only—way to achieve effective product devel-
opment across an organization is a well-thought-out combination of
principles and practices that relate both to our work and to the people
doing it. These must address more than the development team, more
than management, and even more than the executives driving every-
thing. That is the motivation for the Net Objectives Product Develop-
ment Series.
Too long, this industry has suffered from a seemingly endless swing
of the pendulum from no process to too much process and then back
to no process: from heavyweight methods focused on enterprise con-
trol to disciplined teams focused on the project at hand. The time has
come for management and individuals to work together to maximize
 This Book’s Role in the Series xix

the production of business value across the enterprise. We believe lean

principles can guide us in this.
Lean principles tell us to look at the systems in which we work and
then relentlessly improve them in order to increase our speed and qual-
ity (which will drive down our cost). This requires the following:

• Business to select the areas of software development that will

return the greatest value
• Teams to own their systems and continuously improve them
• Management to train and support their teams to do this
• An appreciation for what constitutes quality work

It may seem that we are very far from achieving this in the software-
development industry, but the potential is definitely there. Lean princi-
ples help with the first three, and understanding technical programming
and design has matured far enough to help us with the fourth.
As we improve our existing analysis and coding approaches with the
discipline, mind-set, skills, and focus on value that lean, agile, patterns,
and Test-Driven Development teach us, we will help elevate software
development from being merely a craft into a true profession. We have
the knowledge required to do this; what we need is a new attitude.
The Net Objectives Lean-Agile Series aims to develop this attitude.
Our goal is to help unite management and individuals in work efforts
that “optimize the whole”:

• The whole organization. Integrating enterprise, team, and indi-

viduals to work best together.
• The whole product. Not just its development but also its mainte-
nance and integration.
• The whole of time. Not just now but in the future. We want sus-
tainable ROI from our effort.

This Book’s Role in the Series

Somewhere along the line, agile methods stopped including techni-
cal practices. Fortunately, they are coming back. Scrum has finally
acknowledged that technical practices are necessary in order for agility
to manifest itself well. Kanban and eXtreme Programming (XP) have
xx Series Foreword • The Net Objectives Lean-Agile Series

become interesting bedfellows when it was observed that XP had one-

piece flow ingrained in its technical practices.
This book was written as a stop-gap measure to assist teams that
have just started to do lean, kanban, scrum, or agile. Regardless of the
approach, at some point teams are going to have to code differently. This
is a natural evolution. For years I have been encouraged that most peo-
ple who take our training clearly know almost everything they need to
know. They just need a few tweaks or a few key insights that will enable
them to be more effective in whatever approach they will be using.
Why is this book a “stop-gap measure”? It’s because it is a means to
an end. It offers a minimal set of skills that developers need to help them
on their way toward becoming adept at incremental development. Once
developers master these skills, they can determine what steps they need
to take next or what skills they need to acquire next. They are readied
for an interesting journey. This book offers the necessary starting point.

The End of an Era, the Beginning of a New Era

I believe the software industry is at a crisis point. The industry is con-
tinually expanding and becoming a more important part of our every-
day lives. But software development groups are facing dire problems.
Decaying code is becoming more problematic. An overloaded workforce
seems to have no end in sight. Although agile methods have brought
great improvements to many teams, more is needed. By creating a true
software profession, combined with the guidance of lean principles
and incorporating agile practices, we believe we can help uncover the
answers.
Since our first book appeared, I have seen the industry change con-
siderably. The advent of kanban, in particular, has changed the way
many teams and organizations do work. I am very encouraged.
I hope you find this book series to be a worthy guide.

—Alan Shalloway
CEO, Net Objectives
Achieving enterprise and team agility
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