Chapter 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 the items on the left more.”

Kent Beck et al

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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 ‘software increments’
■ 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
■ 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)

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Adaptive Software Development
■ Originally proposed by Jim Highsmith
■ ASD — distinguishing features
■ Mission-driven planning
■ Component-based focus
■ Uses “time-boxing” (See Chapter 24)
■ Explicit consideration of risks
■ Emphasizes collaboration for requirements gathering
■ Emphasizes “learning” throughout the process

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Adaptive Software Development

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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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Scrum
■ Originally proposed by Schwaber and Beedle
■ the following framework activities: requirements,
analysis, design, evolution, and delivery.
■ Each framework activity, work tasks occur within a
process pattern called a sprint.
■ Backlog—a prioritized list of project requirements
or features that provide business value for the
customer. Items can be added to the backlog at any
time .The product manager assesses the backlog and
updates priorities as required.
■

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■ Sprints—consist of work units that are required to
achieve a requirement defined in the backlog that
must be fit into a predefined time-box
■ Scrum meetings—are short (typically 15 minutes)
meetings held daily by the Scrum
team.Three key questions are asked and answered
by all team members [Noy02]:
• What did you do since the last team meeting?
• What obstacles are you encountering?
• What do you plan to accomplish by the next team
meeting?
Demos—deliver the software increment to the
customer so that functionality that has been
implemented can be demonstrated and evaluated by the
customer.
■ 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
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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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>
■ A features list is created and “plan by feature” is conducted
■ Design and construction merge in FDD

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Feature Driven Development

Reprinted with permission of Peter Coad

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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 (AUP)
■ The Agile Unified Process (AUP) adopts a “serial
in the large” and “iterative in the small” [Amb06]
philosophy for building computer-based systems.
By adopting the classic UP phased activities—
inception, elaboration, construction, and transition
■ AUP provides a serial overlay (i.e., a linear
sequence of software engineering
activities)that enables a team to visualize the
overall process flow for a software project.
■ Modeling:UML representations of the business and
problem domains are created.
■ Implementation. Models are translated into source
code
■ Testing. Like XP, the team designs and executes a
series of tests to uncover errors and ensure that the
source code meets its requirements.
■ Deployment. deployment in this context focuses on
the delivery of a software increment and the
acquisition of feedback from end users.
■ Configuration and project management. In the context
of AUP, configuration management addresses change
management, risk management, and the control of any
persistent work products that are produced by the
team.Project management tracks and controls the
progress of the team and coordinates team activities.
■ Environment management. Environment management
coordinates a process infrastructure that includes
standards, tools, and other support technology available
to the team.