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Agile Development MethodologiesThree CommunitiesProjec.docx
- 1. Agile Development Methodologies Three Communities Project stakeholders (Customers) Development organization management Developers The Agile Manifesto Indivduals 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. The Agile Principles 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. Agilel processes harness change for the customer’s competitive advantage. 3. Deliver working software frequently, from a couple of weeks to a couple of monthsm with a preference for the shorter time scale.
- 2. From the Agile Alliance: www.agilealliance.com More Agile Principles 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. Still more Agile Principles 7. Working software is the primary measure of progress. 8. Agile processes promote sustainable development. 9. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 10. Continuous attention to technical excellence and good design enhances agility. Even more Agile Principles 11. Simplicity – the art of maximizing the amount of work not done – is essential. 12. The best architectures, requirements, and designs emerge from self-organizing teams. 13. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. Major Agile Methodologies Scrum Extreme Programming Version of the Unified Process
- 3. Evo Crystal family of methodologies Scrum Single team of three to nine Multiple teams each with three to nine members each. Representatives from teams meet daily. Common project room Daily stand-up meeting Iteration Is thirty calendar days Emphasis on empirical rather than defined process. May be easily combined with other methodologies to provide greater specification of specific activities. The Scrum Lifecycle Lifecycle has four phases: Pre-game Planning Staging The Game Development Release Development may iterate, typically 3 to 8 times. Called sprints lasting one month each Scrum Planning Purpose: Establish vision Set expectations Secure funding and other needed resources Activities Write vision Develop budget
- 4. Form initial Product Backlog Estimate items Exploratory design and prototypes Scrum Staging Purpose: Identify more requirements Prioritize for first iteration Activities Planning Exploratory design and prototypes Scrum Development Purpose: Implement a product ready for release Series of thirty day iterations (Sprints) Activities: Sprint planning meeting Define the Sprint Backlog Do estimates Daily Standup meetings Sprint Review Scrum Standup Meetings Fifteen minutes One team of developers and immediate manager The manager is silent, but takes notes Limited to fifteen minutes Each developer answers three questions: What did you do yesterday? What will you do today?
- 5. What is limiting your progress? Scrum Release Purpose: Operational deployment Activities: Documentation Training Preparation of deployment Marketing & Sales Scrum Work Products Product Backlog Features Use cases Enhancements Defects technologies Release Backlog Subset of product backlog More Scrum Work Propducts Backlog graph: estimate of work remaining versus days Sprint backlog: tasks for the iteration Each task expected to need 4 to 16 hours of work Scrum Roles Customer One or more business stakeholders Product Owner Responsible for creating and prioritizing the Product Backlog
- 6. Selects the goals from the Product Backlog for the next Sprint Along with other stakeholders, reviews the product at the end of each Sprint. Developer No specialists Work on the Sprint Backlog More Scrum Roles Management Scrum Master Usually developer as well as manager Reinforces the project and iteration vision and goals Ensures Scrum values and practices are followed Mediates between Developers and Management Listens to progress Works to remove or ameliorate impediments Conducts the Daily Standup Meeting Conducts the Sprint Review Still More Scrum Roles Upper management called the Chickens May observe, but not speak during an iteration Stand outside the Daily Standup meeting Developers are called the Pigs, Scrum Coach Optional Helps guide developers in Scrum practices, principles, and philosophy. Extreme Programming Four Values: Communication
- 7. Simplicity Feedback Courage Extreme Programming Core Practices 1. Planning Game 2. Small, frequent releases 3. System metaphors 4. Simple design 5. Test-Driven Development 6. Frequent refactoring More Practices 7. Pair programming 8. Team code ownership 9. Continuous integration 10. Sustainable pace 11. Whole team together 12. Coding Standards Extreme Programming Lifecycle Five Phases Exploration Purpose: Write enough well-estimated story cards for first release Ensure feasibility Activities Prototyping Exploratory proof of technology programming Story card writing estimating
- 8. More of the Lifecycle Planning Purpose: Agree on date ad stories for first release Activities Release Planning Game Story card writing Estimating More of the Lifecycle Iterations to First Release Purpose: Implement a tested product ready for release Activities Test-directed development Iteration Planning Game Task writing and estimating Still More of the Lifecycle Productionizing Purpose: Operational deployment Activities Documentation Training Marketing Maintenance Purpose Enhance, fix, and build major releases Activities Iterations of the previous four phases.
- 9. Extreme Programming Work Products Story cards: Feature requests Should require 2 to 10 days to implement More details from customer CRC Cards: Class responsibility and collaborator ideas Sketches Informal working out of ideas More Work Products Task list Tasks within each story Should take 1 – 2 days to implement Vision Graphs Visual representation of progress Kept on the wall for all to see Extreme Programming Roles Customer Writes stories Writes acceptance tests Selects stories for release and for iteration Developer Programmer Writes unit tests, designs, code Refactors Identifies tasks Estimates tasks Tester Helps customer write tests More Roles
- 10. Management Coach Process conscience process customizing Intervention Teaching Tracker Collect metrics Inform on progress Provide feedback on prior estimates Another Role Consultant Coaching Technical consulting Lean Software Development Methodology Some developers view Lean as a successor to Agile. Others consider Lean an extension of Agile. Lean Industrial Development was formulated by the Japsnese in the 1950’s. Lean Software Development is the imperfect adaptation to software. Lean Guiding Principles 1. Eliminate Waste DOTWIMP 2. Build quality in 3. Create Knowledge 4. Defer commitment 5. Deliver fast 6. Respect People 7. Optimize the whole
- 11. Getting Started with Lean Version control Scripted Builds 1. Daily standup 2. Automated testing 3. Continuous integration 4. Short iterations 5. Customer participation Summary Agile is a family of methodologies for software development. Key Aspects of Agile Self-organizing teams Informal rather than formal communications Expects and accommodates change and discovery Emphasizes self and team evaluation, learning, and improvemen. Manager encourages and facilitates rather than directs. Mini Case Delivering Business Value with IT at Hefty Hardware2 “IT is a pain in the neck,” groused Cheryl O’Shea, VP of retail marketing, as she slipped into a seat at the table in the Hefty Hardware executive dining room, next to her colleagues. “It’s all technical mumbo-jumbo when they talk
- 12. to you and I still don’t know if they have any idea about what we’re trying to accomplish with our Savvy Store program. I keep explaining that we have to improve the customer experience and that we need IT’s help to do this, but they keep talking about infrastructure and bandwidth and technical architecture, which is all their internal stuff and doesn’t relate to what we’re trying to do at all! They have so many processes and reviews that I’m not sure we’ll ever get this project off the ground unless we go outside the company.” “You’ve got that right,” agreed Glen Vogel, the COO. “I really like my IT account manager, Jenny Henderson. She sits in on all our strategy meetings and seems to really understand our business, but that’s about as far as it goes. By the time we get a project going, my staff are all complaining that the IT people don’t even know some of our basic business functions, like how our warehouses operate. It takes so long to deliver any sort of technology to the field, and when it doesn’t work the way we want it to, they just shrug and tell us to add it to the list for the next release! Are we really getting value for all of the millions that we pour into IT?” “Well, I don’t think it’s as bad as you both seem to believe,” added Michelle Wright, the CFO. “My EA sings the praises of the help desk and the new ERP system we put in last year. We can now close the books at month-end in 24 hours. Before that,
- 13. it took days. And I’ve seen the benchmarking reports on our computer operations. We are in the top quartile for reliability and cost-effectiveness for all our hardware and systems. I don’t think we could get IT any cheaper outside the company.” “You are talking ‘apples and oranges’ here,” said Glen. “On one hand, you’re saying that we’re getting good, cheap, reliable computer operations and value for the money we’re spending here. On the other hand, we don’t feel IT is contributing to creating new business value for Hefty. They’re really two different things.” “Yes, they are,” agreed Cheryl. “I’d even agree with you that they do a pretty good job of keeping our systems functioning and preventing viruses and things. At least we’ve never lost any data like some of our competitors. But I don’t see how they’re contributing to executing our business strategy. And surely in this day and age with increased competition, new technologies coming out all over the place, and so many changes in our economy, we should be able to get them to help us be more flexible, not less, and deliver new products and services to our customers quickly!” 2 Smith, H. A., and J. D. McKeen. “Delivering Business Value with IT at Hefty Hardware.” #1-L10-1-001, Queen’s School of Business, May 2010. Reproduced by permission of Queen’s University, School of Business,
- 14. Kingston, Ontario, Canada. 76 Delivering Business Value with IT at Hefty Hardware 77 The conversation moved on then, but Glen was thoughtful as he walked back to his office after lunch. Truthfully, he only ever thought about IT when it affected him and his area. Like his other colleagues, he found most of his communication with the depart- ment, Jenny excepted, to be unintelligible, so he delegated it to his subordinates, unless it absolutely couldn’t be avoided. But Cheryl was right. IT was becoming increasingly important to how the company did its business. Although Hefty’s success was built on its excellent supply chain logistics and the assortment of products in its stores, IT played a huge role in this. And to implement Hefty’s new Savvy Store strategy, IT would be critical for ensuring that the products were there when a customer wanted them and that every store associate had the proper information to answer customers’ questions. In Europe, he knew from his travels, IT was front and center in most cutting- edge retail stores. It provided extensive self-service to improve checkout; multichannel access to information inside stores to enable customers to browse an extended product
- 15. base and better support sales associates assisting customers; and multimedia to engage customers with extended product knowledge. Part of Hefty’s new Savvy Store business strategy was to copy some of these initiatives, hoping to become the first retailer in North America to completely integrate multimedia and digital information into each of its 1,000 stores. They’d spent months at the executive committee meetings working out this new strategic thrust—using information and multimedia to improve the customer experience in a variety of ways and to make it consistent in each of their stores. Now, they had to figure out exactly how to execute it, and IT was a key player. The question in Glen’s mind now was how could the business and IT work together to deliver on this vision, when IT was essentially operating in its own technical world, which bore very little relationship to the world of business? Entering his office, with its panoramic view of the downtown core, Glen had an idea. “Hefty’s stores operate in a different world than we do at our head office. Wouldn’t it be great to take some of our best IT folks out on the road so they could see what it’s really like in the field? What seems like a good idea here at corporate doesn’t always work out there, and we need to balance our corporate needs with those of our store operations.” He remembered going to one of Hefty’s smaller stores in Moose River and seeing how its managers had circumvented the company’s stringent security protocols
- 16. by writing their passwords on Post-it notes stuck to the store’s only computer terminal. So, on his next trip to the field he decided he would take Jenny, along with Cheryl and the Marketing IT Relationship Manager, Paul Gutierez, and maybe even invite the CIO, Farzad Mohammed, and a couple of the IT architects. “It would be good for them to see what’s actually happening in the stores,” he reasoned. “Maybe once they do, it will help them understand what we’re trying to accomplish.” A few days later, Glen’s e-mailed invitation had Farzad in a quandary. “He wants to take me and some of my top people—including you—on the road two weeks from now,” he complained to his chief architect, Sergei Grozny. “Maybe I could spare Jenny to go, since she’s Glen’s main contact, but we’re up to our wazoos in alligators trying to put together our strategic IT architecture so we can support their Savvy Stores initiative and half a dozen more ‘top priority’ projects. We’re supposed to present our IT strategy to the steering committee in three weeks!” “And I need Paul to work with the architecture team over the next couple of weeks to review our plans and then to work with the master data team to help them outline their information strategy,” said Sergei. “If we don’t have the infrastructure and
- 17. 78 Section I • Delivering Value with IT integrated information in place there aren’t going to be any ‘Savvy Stores’! You can’t send Paul and my core architects off on some boondoggle for a whole week! They’ve all seen a Hefty store. It’s not like they’re going to see anything different.” “You’re right,” agreed Farzad. “Glen’s just going to have to understand that I can’t send five of our top people into the field right now. Maybe in six months after we’ve finished this planning and budget cycle. We’ve got too much work to do now. I’ll send Jenny and maybe that new intern, Joyce Li, who we’re thinking of hiring. She could use some exposure to the business, and she’s not working on anything critical. I’ll e-mail Jenny and get her to set it up with Glen. She’s so great with these business guys. I don’t know how she does it, but she seems to really get them onside.” Three hours later, Jenny Henderson arrived back from a refreshing noontime workout to find Farzad’s request in her priority in-box. “Oh #*!#*@!” she swore. She had a more finely nuanced understanding of the politics involved in this situation, and she was standing on a land mine for sure. Her business contacts had all known about the invitation, and she knew it was more than a simple request. However, Farzad, hav- ing been with the company for only eighteen months, might not recognize the olive branch that it represented, nor the problems that it would cause
- 18. if he turned down the trip or if he sent a very junior staff member in his place. “I have to speak with him about this before I do anything,” she concluded, reaching for her jacket. But just as she swiveled around to go see Farzad, Paul Gutierez appeared in her doorway, looking furious. “Got a moment?” he asked and, not waiting for her answer, plunked himself down in her visitor’s chair. Jenny could almost see the steam coming out of his ears, and his face was beet red. Paul was a great colleague, so mentally put- ting the “pause” button on her own problems, Jenny replied, “Sure, what’s up?” “Well, I just got back from the new technology meeting between marketing and our R&D guys, and it was just terrible!” he moaned. I’ve been trying to get Cheryl and her group to consider doing some experimentation with cell phone promotions—you know, using that new Japanese bar coding system. There are a million things you can do with mobile these days. So, she asked me to set up a demonstration of the technol- ogy and to have the R&D guys explain what it might do. At first, everyone was really excited. They’d read about these things in magazines and wanted to know more. But our guys kept droning on about 3G and 4G technology and different types of connec- tivity and security and how the data move around and how we have to model and architect everything so it all fits together. They had the business
- 19. guys so confused we never actually got talking about how the technology might be used for marketing and whether it was a good business idea. After about half an hour, everyone just tuned out. I tried to bring it back to the applications we could develop if we just invested a little in the mobile connectivity infrastructure, but by then we were dead in the water. They wouldn’t fund the project because they couldn’t see why customers would want to use mobile in our stores when we had perfectly good cash registers and in-store kiosks!” “I despair!” he said dramatically. “And you know what’s going to happen don’t you? In a year or so, when everyone else has got mobile apps, they’re going to want us to do something for them yesterday, and we’re going to have to throw some sort of stopgap technology in place to deal with it, and everyone’s going to be complaining that IT isn’t helping the business with what it needs!” Jenny was sympathetic. “Been there, done that, and got the T- shirt,” she laughed wryly. “These tech guys are so brilliant, but they can’t ever seem to connect what they Delivering Business Value with IT at Hefty Hardware 79 know to what the business thinks it needs. Sometimes, they’re too farsighted and need
- 20. to just paint the next couple of steps of what could be done, not the ‘flying around in jetpacks vision.’ And sometimes I think they truly don’t understand why the business can’t see how these bits and bytes they’re talking about translate into something that it can use to make money.” She looked at her watch, and Paul got the hint. He stood up. “Thanks for letting me vent,” he said. “You’re a good listener.” “I hope Farzad is,” she thought grimly as she headed down the hall. “Or he’s going to be out of here by Thanksgiving.” It was a sad truth that CIOs seemed to turn over every two years or so at Hefty. It was almost predictable. A new CEO would come in, and the next thing you knew the CIO would be history. Or the user satisfaction rate would plummet, or there would be a major application crash, or the executives would complain about how much IT cost, or there would be an expensive new system failure. Whatever it was, IT would always get blamed, and the CIO would be gone. “We have some world-class people in IT,” she thought, “but everywhere we go in the business, we get a bad rap. And it’s not always our fault.” She remembered the recent CIM project to produce a single customer database for all of Hefty’s divisions: hardware, clothing, sporting goods, and credit. It had seemed to be a straightforward project with lots of ROI, but the infighting between the client divisions had dragged the project (and the costs) out. No one could agree about whose
- 21. version of the truth they should use, and the divisions had assigned their most junior people to it and insisted on numerous exceptions, workarounds, and enhancements, all of which had rendered the original business case useless. On top of that, the company had undergone a major restructuring in the middle of it, and a lot of the major play- ers had changed. “It would be a lot easier for us in IT if the business would get its act together about what it wants from IT,” she thought. But just as quickly, she recognized that this was probably an unrealistic goal. A more practical one would be to find ways for business and IT to work collaboratively at all levels. “We each hold pieces of the future picture of the business,” she mused. “We need to figure out a better way to put them together than simply trying to force them to fit.” Knocking on Farzad’s door, she peeked into the window beside it. He seemed lost in thought but smiled when he saw her. “Jenny!” he exclaimed. “I was just think- ing about you and the e-mail I sent you. Have you done anything about it yet?” When she shook her head, he gave a sigh of relief. “I was just rethinking my decision about this trip, and I’d like your advice.” Jenny gave her own mental sigh and stepped into the office. “I think we have a problem with the business and we need to fix it—fast,” she said. “I’ve got some ideas, and what to do about the trip is just part of them. Can we talk?” Farzad nodded encouragingly and invited her to sit down. “I agree with you,
- 22. and I’d like to hear what you have to say. We need to do things differently around here, and I think with your help we can. What did you have in mind?” Discussion Questions 1. Overall, how effective is the partnership between IT and the business at Hefty Hardware? Identify the shortcomings of both IT and the business. 2. Create a plan for how IT and the business can work collaboratively to deliver the Savvy Store program successfully. First Assignment Go through the discussion of the two most popular Agile methodologies: Scrum and Extreme Programming in the video on Agile Development Methodologies. Then consider how if you were a member of a development team, you would like to develop the following application. You should choose some practices from each of these two Agile Methodologies form what you feel would be the most effective methodology for this specific application. For each of the practices you include, justify in at least three sentences why you are including it for this application. For each of the practices you choose not to include, justify in at least three sentences why you did not include it. Your justifications should draw on specific characteristics of the provided application, rather than being generic or arguments derived form an article, book, or the Internet. Application: Our Vice President of Information Technology is responsible for all the software development done in our company. He has asked for a tool which would assist him in keeping track of the
- 23. various ongoing efforts. This tool should have the following capabilities: • Can maintain data for as few as six ongoing projects and as many as thirty; • Each project is identified by the following information: • Title of the project • Start date for the project • Termination date for the project and status at termination (project delivered a satisfactory product; project was terminated without success); • Links to the HR records for each individual on the project, their dates of project activity, and their role within the project • Links to each formal document produced by the project including schedule, Vision, Requirements Specification, etc. • Methodology attempted by each project team. • The application must be capable of producing the following reports: • List of projects with title, status, and start date • List of projects with title, Vision, schedule, and budget. The Vice President has not had this type of reporting before and expects to make frequent changes in what she wants the application to do. Initially, she has assigned one experienced team and one year to complete the project. There is some possibility a successful product might be considered for sale as an eventual product of this company. Required Organization of Your Submission: First Assignment Your full name Date of submission Included Practices: For each included practice, give a one sentence description
- 24. of the practice, Then, give your justification for including this practice. Excluded Practices: For each excluded practice, give a one sentence description. Then, give your justification for excluding this practice. Assistance List each human or inanimate source of information you used to help you used to complete this assignment. Indicate for each, how it helped you with this assignment. The assignment is worth thirty points. Here is the rubric which will be used to grade this assignment. Criterion Point Range Each practice is accurately described 6 Each justification draws on the actual application presented in the assignment. 18 All Scrum and Extreme Programming practices are presented. 4 The sources of assistance are presented. 2