Chapter 3

 Agile Development
Slide Set to accompany
Software Engineering: A Practitionerʼs Approach, 7/e
by Roger S. Pressman

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The Manifesto for
Agile Software Development

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 What is “Agility”?
 Effective (rapid and adaptive) response to
change
 Effective communication among all stakeholders
 Drawing the customer onto the team
 Organizing a team so that it is in control of the
work performed
Yielding …
 Rapid, incremental delivery of software

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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)
 Recognizes that plans are short-lived
 Develops software iteratively with a heavy
emphasis on construction activities
 Delivers multiple ʻsoftware incrementsʼ
 Adapts as changes occur

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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 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.
 Common focus.
 Collaboration.
 Decision-making ability.
 Fuzzy problem-solving ability.
 Mutual trust and respect.
 Self-organization.

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Extreme Programming (XP)
 The most widely used agile process, originally
proposed by Kent Beck
 XP Planning
 Begins with the creation of “user stories”
 Agile team assesses each story and assigns a cost
 Stories are grouped to for a deliverable increment
 A commitment is made on delivery date
 After the first increment “project velocity” is used to
help define subsequent delivery dates for other
increments

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Extreme Programming (XP)
 XP Design
 Follows the KIS principle
 Encourage the use of CRC cards (see Chapter 8)
 For difficult design problems, suggests the creation
of “spike solutions”—a design prototype
 Encourages “refactoring”—an iterative refinement of
the internal program design

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Extreme Programming (XP)
 XP Coding
 Recommends the construction of a unit test for a store
before coding commences
 Encourages “pair programming”

 XP Testing
 All unit tests are executed daily
 “Acceptance tests” are defined by the customer and
excuted 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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Adaptive Software Development
 Originally proposed by Jim Highsmith
 ASD — distinguishing features
 Mission-driven planning
 Component-based focus
 Uses “time-boxing”
 Explicit consideration of risks
 Emphasizes collaboration for requirements gathering
 Emphasizes “learning” throughout the process

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

Release
software increment
components implemented/tested
adjustments for subsequent cycles
focus groups for feedback
formal technical reviews
postmortems
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Dynamic Systems Development Method
 Promoted by the DSDM Consortium (www.dsdm.org)
 DSDM—distinguishing features
 Similar in most respects to XP and/or ASD
 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

DSDM Life Cycle (with permission of the DSDM consortium)

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Feature Driven Development
 Originally proposed by Peter Coad et al
 FDD—distinguishing features
 Emphasis is on defining “features”
• 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>
• 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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Scrum
 Originally proposed by Schwaber and Beedle
 Scrum—distinguishing features
 Development work is partitioned into “packets”
 Testing and documentation are on-going as the
product is constructed
 Work occurs in “sprints” and is derived from a
“backlog” of existing requirements
 Meetings are very short and sometimes conducted
without chairs
 “demos” are delivered to the customer with the time-
box allocated

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Key Components of Scrum
Scrum is an agile process framework used to manage
complex software and product development. It encourages teams to
work in short, iterative cycles called Sprints, allowing them to
deliver incremental value frequently and adapt to changing
requirements.

Product Owner: Represents the stakeholders and customers,

prioritizes the work to be done.

Scrum Master: Facilitates the Scrum process, removes impediments,

and ensures the team follows Scrum practices.

Development Team: A cross-functional group that works on

delivering the product increment.
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Scrum

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 Example - Scrum
Step 1: Product Backlog Creation
The Product Owner creates a prioritized list of features and requirements for
the new social media app. These might include user registration, profile creation, posting
updates, liking and commenting on posts, and privacy settings.
Step 2: Sprint Planning
At the beginning of the project, the team gathers for Sprint Planning. They
decide on the highest priority items from the Product Backlog to work on during the first
Sprint. For example, they might choose to focus on user registration and profile creation.
Step 3: The Sprint
The Sprint is a time-boxed period, typically 2-4 weeks, during which the
Development Team works on the selected items.
Daily Standup Meetings
• Every day, the team meets for a short standup meeting to discuss:
• What did you do since last meeting?
• Do you have any obstacle?
• What will you do before next meeting? 22
 Example - Scrum
Step 4: Sprint Review
At the end of the Sprint, the team holds a Sprint Review meeting where they
demonstrate the completed features (user registration and profile creation) to Product
Owner and other stakeholders. Feedback is collected and noted for future Sprints.
Example Feedback: Stakeholders suggest adding a social media login option (e.g., via
Facebook or Google) to simplify the registration process.
Step 5: Sprint Retrospective
The team conducts a Sprint Retrospective to reflect on the past Sprint and identify areas
for improvement.
Example
What Went Well: The team collaborated effectively, and daily standups were productive.
What Could Be Improved: The database integration issue caused a delay. They decide to
allocate more time for technical setup in future Sprints.
Step 6: Repeat the Cycle
The team starts the next Sprint, incorporating feedback from the Sprint Review. They
select the next set of high-priority items from the Product Backlog, such as posting
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updates and liking/commenting features.
Crystal
 Proposed by Cockburn and Highsmith
 Crystal—distinguishing features
 Actually a family of process models that allow
“maneuverability” based on problem characteristics
 Face-to-face communication is emphasized
 Suggests the use of “reflection workshops” to
review the work habits of the team

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Agile Modeling
 Originally proposed by Scott Ambler
 Suggests a set of agile modeling principles
 Model with a purpose
 Use multiple models
 Travel light
 Content is more important than representation
 Know the models and the tools you use to create them
 Adapt locally

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Agile Unified Process
 The Agile Unified Process (AUP) adopts a “serial in the large”
and “iterative in the small” philosophy for building computer-
based systems.
 Each AUP iteration addresses the following activities
 Modelling
 Implementation
 Testing
 Deployment
 Configuration & Project Management
 Environment Management

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