CS435: Introduction to Software Engineering

Chapter 3: Lecture 3
 Agile Development

Slide Set to accompany

Software Engineering: A Practitioner’s Approach, 7/e
by Roger S. Pressman

Slides copyright © 1996, 2001, 2005, 2009 by Roger S. Pressman

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The Manifesto for
Agile Software Development
“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 theKent Beck
items onetthe
al
left more.”
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 What is “Agility”?

 Effective (rapid and adaptive) response to change (team members, new

technology, requirements)
 Effective communication in structure and attitudes among all team
members, technological and business people, software engineers and
managers.
 Drawing the customer into the team. Eliminate “us and them” attitude.
Planning in an uncertain world has its limits and plan must be flexible.
 Organizing a team so that it is in control of the work performed.
 Eliminate all but the most essential work products and keep them lean.
 Emphasize an incremental delivery strategy as opposed to intermediate
products that gets working software to the customer as rapidly as feasible.

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What is “Agility”?

Yielding …
 Rapid, incremental delivery of software
 The development guidelines stress delivery
over analysis and design although these
activates are not discouraged, and active and
continuous communication between
developers and customers.

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 Why and What Steps are“Agility”
important?
 Why? The modern business environment is fast-paced
and ever-changing. It represents a reasonable alternative
to conventional software engineering for certain classes
of software projects. It has been demonstrated to deliver
successful systems quickly.
 What? May be termed as “software engineering lite” The
basic activities- communication, planning, modeling,
construction and deployment remain. But they morph into
a minimal task set that push the team toward
construction and delivery sooner.
 The only really important work product is an operational
“software increment” that is delivered.

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 Agility and the Cost of Change
 Conventional wisdom is that the cost of change increases nonlinearly
as a project progresses. It is relatively easy to accommodate a change
when a team is gathering requirements early in a project. If there are
any changes, the costs of doing this work are minimal. But if the middle
of validation testing, a stakeholder is requesting a major functional
change. Then the change requires a modification to the architectural
design, construction of new components, changes to other existing
components, new testing and so on. Costs escalate quickly.

 A well-designed agile process may “flatten” the cost of change curve

by coupling incremental delivery with agile practices such as
continuous unit testing and pair programming. Thus team can
accommodate changes late in the software project without dramatic
cost and time impact.

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Agility and the Cost of Change

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 An Agile Process
 Is driven by customer descriptions of what is required
(scenarios). Some assumptions:
 Recognizes that plans are short-lived (some requirements will persist, some
will change. Customer priorities will change)
 Develops software iteratively with a heavy emphasis on construction
activities (design and construction are interleaved, hard to say how much design is
necessary before construction. Design models are proven as they are created. )
 Analysis, design, construction and testing are not predictable.
 Thus has to Adapt as changes occur due to unpredictability
 Delivers multiple ‘software increments’, deliver an
operational prototype or portion of an OS to collect customer
feedback for adaption.

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Agility Principles - I
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. Agile processes harness change for the
customer's competitive advantage.
3. Deliver working software frequently, from a couple of
weeks to a couple of months, with a preference to the
shorter timescale.
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.

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Agility Principles - II
7. Working software is the primary measure of
progress.
8. Agile processes promote sustainable development.
The sponsors, developers, and users should be
able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and
good design enhances agility.
10. Simplicity – the art of maximizing the amount of
work not done – is essential.
11. The best architectures, requirements, and
designs emerge from self–organizing teams.
12. At regular intervals, the team reflects on how to
become more effective, then tunes and adjusts its
behavior accordingly.

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 Human Factors

 The agile process molds to the needs of the people

and team, not the other way around
 Key traits must exist among the people on an agile
team and the team itself:
 Competence. ( talent, skills, knowledge)
 Common focus. ( deliver a working software increment )
 Collaboration. ( peers and stakeholders)
 Decision-making ability. ( freedom to control its own destiny)
 Fuzzy problem-solving ability. (ambiguity and constant
changes, today’s problem may not be tomorrow’s problem)
 Mutual trust and respect.
 Self-organization. ( themselves for the work done, process
for its local environment, the work schedule)
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Extreme Programming (XP)

 The most widely used agile process, originally

proposed by Kent Beck in 2004.
 It uses an object-oriented approach.
 Planning
 Design
 Coding
 Test

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 XP Planning
 Begins with the listening, leads to creation of “user stories” that describes
required output, features, and functionality. Customer assigns a value (i.e., a
priority) to each story.
 Agile team assesses each story and assigns a cost (development weeks. If more
than 3 weeks, customer asked to split into smaller stories)
 Working together, stories are grouped for a deliverable increment next release.
 A commitment (stories to be included, delivery date and other project matters)
is made. Three ways:
• 1. Either all stories will be implemented in a few weeks, 2. high priority stories first, or 3. the
riskiest stories will be implemented first.
 After the first increment “project velocity”, namely number of stories
implemented during the first release is used to help define subsequent delivery
dates for other increments. Customers can add stories, delete existing stories,
change values of an existing story, split stories as development work proceeds.

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 XP Design
 Occurs both before and after coding as refactoring is
encouraged
 Follows the KIS principle (keep it simple) Nothing more nothing less
than the story.
 Encourage the use of CRC (class-responsibility-collaborator) cards
in an object-oriented context. The only design work product of XP.
They identify and organize the classes that are relevant to the
current software increment. (see Chapter 8)
 For difficult design problems, suggests the creation of “spike
solutions”—a design prototype for that portion is implemented and
evaluated.
 Encourages “refactoring”—an iterative refinement of the internal
program design. Does not alter the external behavior yet improve
the internal structure. Minimize chances of bugs. More efficient,
easy to read.

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XP Coding and Testing
 XP Coding
 Recommends the construction of a unit test for a story before
coding commences. So implementer can focus on what must be
implemented to pass the test.
 Encourages “pair programming”. Two people work together at one
workstation. Real time problem solving, real time review for quality
assurance. Take slightly different roles.
 XP Testing
 All unit tests are executed daily and ideally should be automated.
Regression tests are conducted to test current and previous
components.
 “Acceptance tests” are defined by the customer and executed to
assess customer visible functionality

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Extreme Programming (XP)
spike solutions
simple design
prototypes
CRC cards
user stories
values
acceptance test criteria
iteration plan

refactoring

pair
programming

Release
software increment unit test
project velocity computed continuous integration

acceptance testing

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 The XP Debate
 Requirements volatility: Customer is an active member of XP team,
changes to requirements are requested informally and frequently.
 Conflicting customer needs: Different customers' needs need to be
assimilated. Different vision or beyond their authority.
 Requirements are expressed informally: Use stories and acceptance
tests are the only explicit manifestation of requirements. Formal
models may avoid inconsistencies and errors before the system is
built. Proponents said changing nature makes such models obsolete
as soon as they are developed.
 Lack of formal design: XP deemphasizes the need for architectural
design. Complex systems need overall structure to exhibit quality and
maintainability. Proponents said incremental nature limits complexity
as simplicity is a core value.

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Other Agile Process Models
 Adaptive Software Development
 Scrum
 Dynamic Systems Development Method
 Crystal
 Agile Modeling
 and more…

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Adaptive Software Development
(ASD)
 Originally proposed by Jim Highsmith (2000) focusing on
human collaboration and team self-organization as a
technique to build complex software and system.
 ASD — distinguishing features
 Mission-driven planning
 Component-based focus
 Uses “time-boxing” (timeline for each component with cost, See
Chapter 24)
 Explicit consideration of risks
 Emphasizes collaboration for requirements gathering
 Emphasizes “learning” throughout the process

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 Three Phases of ASD
 1. Speculation: project is initiated and adaptive cycle
planning is conducted. Adaptive cycle planning uses
project initiation information- the customer’s mission
statement, project constraints (e.g. delivery date), and
basic requirements to define the set of release cycles
(increments) that will be required for the project. Based
on the information obtained at the completion of the first
cycle, the plan is reviewed and adjusted so that
planned work better fits the reality.

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 Three Phases of ASD
 2. Collaborations are used to multiply their talent and creative output beyond
absolute number (1+1>2). It encompasses communication and teamwork, but it
also emphasizes individualism, because individual creativity plays an important
role in collaborative thinking.
 It is a matter of trust. 1) criticize without animosity, 2) assist without resentments, 3)
work as hard as or harder than they do. 4) have the skill set to contribute to the work
at hand, 5) communicate problems or concerns in a way that leads to effective action.
 3. Learning: As members of ASD team begin to develop the components, the
emphasis is on “learning”. Highsmith argues that software developers often
overestimate their own understanding of the technology, the process, and the
project and that learning will help them to improve their level of real
understanding. Three ways: focus groups, technical reviews and project
postmortems.

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Adaptive Software Development
adaptive cycle planning Requirements gathering
uses mission statement J AD
project constraints mini-specs
basic requirements
time-boxed release plan

Release
software increment
adjustments for subsequent cycles
components implemented/ tested
focus groups for feedback
formal technical reviews
postmortems

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Dynamic Systems Development Method

 It is an agile software development approach that

provides a framework for building and maintaining
systems which meet tight time constraints through
the use of incremental prototyping in a controlled
project environment.
 Promoted by the DSDM Consortium (
www.dsdm.org)
 DSDM—distinguishing features
 Similar in most respects to XP and/or ASD

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Principles of DSDM
 Nine guiding principles
 Active user involvement is imperative.
 DSDM teams must be empowered to make decisions.
 The focus is on frequent delivery of products.
 Fitness for business purpose is the essential criterion for
acceptance of deliverables.
 Iterative and incremental development is necessary to
converge on an accurate business solution.
 All changes during development are reversible.
 Requirements are baselined at a high level
 Testing is integrated throughout the life-cycle.

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Dynamic Systems Development Method

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 Scrum
 A software development method Originally proposed by Schwaber
and Beedle (an activity occurs during a rugby match) in early 1990.
 Scrum—distinguishing features
 Development work is partitioned into “packets”
 Testing and documentation are on-going as the product is constructed
 Work units occurs in “sprints” and is derived from a “backlog” of existing
changing prioritized requirements
 Changes are not introduced in sprints (short term but stable) but in
backlog.
 Meetings are very short (15 minutes daily) and sometimes conducted
without chairs ( what did you do since last meeting? What obstacles are
you encountering? What do you plan to accomplish by next meeting?)
 “demos” are delivered to the customer with the time-box allocated. May
not contain all functionalities. So customers can evaluate and give
feedbacks.

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Scrum

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Crystal
 Proposed by Cockburn and Highsmith
 Crystal—distinguishing features
 Actually a family of process models that allow
“maneuverability” based on problem characteristics
• Chose the best ones based on previous experience
 Face-to-face communication is emphasized
 Suggests the use of “reflection workshops” to review
the work habits of the team

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Feature Driven Development
 Originally proposed by Peter Coad et al. as an object-oriented
software engineering process model.
 FDD—distinguishing features
 Emphasis is on defining “features” which can be organized
hierarchically.
• a feature “is a client-valued function that can be implemented in two
weeks or less.”
 Uses a feature template
• <action> the <result> <by | for | of | to> a(n) <object>
• E.g. Add the product to shopping cart.
• Display the technical-specifications of the product.
• Store the shipping-information for the customer.
 A features list is created and “plan by feature” is conducted
 Design and construction merge in FDD

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Feature Driven Development

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