End Game

Testing on Wednesday

How to Test Structured Unstructured Or some of both Ask them to accomplish a specific task Unstructured Tell them what it does and let them play Or some of both

What You Need to Prep Hardware Accounts and ids Enough data to be interesting

Structure 4 rounds Team member running the test to rotate Identify where you are to send testers

Sprint End

Why Saturday? Stop working Clean up Prep for Monday

Final Presentations

Monday, December 12 noon-3 The Facts Clients will be invited (can adjust time) Pizza will be served Only medical excuses accepted The math: 3 hours = 180 minutes / 14 teams = 12.8 minutes Bottom line: 10 MINUTES per team

Content: Focus on the INTERESTING NOT a checklist PROJECT OVERVIEW LESSONS LEARNED DEMO What you did Why you did it How you did it Development Process Technologies Do NOT spend a lot of time typing Walk the audience through typical scenarios

Presentation Basics Speak loudly and clearly Speak, don’t read: you ARE the experts Look at the class, NOT the computer Everyone MUST speak Approximately even

NO presentation problems Make sure I know what you need! Demo Basics Set up and test demo NO presentation problems Make sure I know what you need! IF you need to restart, do it BEFORE you present

Extreme Programming Kent Beck considered the inventor Ideas developed in the early 90’s First project at Daimler Chrysler in 1996

Extreme Programming Complete development process First code drop 2-3 weeks after start (what is the start?) Customer part of the development team Iterative development to the max Derive requirements with customer through hands-on experimentation Agile methodology

XP Bills of Rights Developer has a right to Clear requirements and priorities Determine how long a requirement will take Revise estimates Always produce quality code

XP Bills of Rights Customer has a right to An overall plan See progress in a running system Change requirements and priorities Be informed of changes to schedule and have input as to how to adapt Cancel in the middle and still have something to show for the investment

XP Value System Communication Focus on people, not documentation Simplicity Of process and code Feedback Mechanism to make useful progress Courage To trust in people (Bollinger: what you would like to know about software that your life depended on)

Extreme Programming Flowchart http://www.extremeprogramming.org/

User Stories Use cases Written by customer Used for planning Developers estimate by story Stories basis for iteration Used to build acceptance tests Remember that correctness equals meeting requirements

System Metaphor Initial system design

Spikes Technology explorations Focus on high risk items Typically considered throw-away code If not, needs to be agreed to by the whole team

Release Planning Each iteration has its own plan Function OR date (other is adjusted accordingly) (Recall 4 variables: function, date, resources, quality) Planning adapts as the project progresses Measure project velocity Number of user stories and tasks completed Next iteration looks at planned vs. actual time Allowed to plan last iteration’s number for this iteration

Iteration Scope: all parts of the system Recommendation: 3 weeks Only add functions needed for current user stories Recommendation: 3 weeks Moving people around Backup and training Code is owned by the whole team Pair programming Re-factoring

Pair Programming Two people working at a single computer Built-in backup and inspections Collaboration builds better code Mechanical model One drives, the other talks Keyboard slides between the two Logical model One tactical, the other strategic Both think about the full spectrum but bring different perspectives

Pair Programming Experiments Typical numbers show the total manpower consumed not very different Numbers range, but no more than ¼ additional manpower Implication: actual time is reduced Improved satisfaction also improves productivity Williams et al, “Strengthening the Case for Pair-Programming”

Refactoring Each iteration adds just the function needed If you continue to add new functions every two weeks, code can get messy Refactoring is the cleaning up of the code at the end of the iteration Critical to maintaining quality code (Also applies to the design) Difference between refactoring & rewriting?

Feedback Loops

The Rules of Extreme Programming Planning Managing Designing Coding Testing

When to Use XP Types of projects Team Automated testing High risk Poorly understood requirements Team Small size: 2 to 12 Needs to include customer Automated testing Timing issue

What Makes a Project XP Paradigm Values Power sharing see change as the norm, not the exception optimize for change Values communication, simplicity, feedback, and courage honor in actions Power sharing business makes business decisions development makes technical decisions Distributed responsibility and authority people make commitments for which they are accountable Optimizing process aware of process and whether it is working experiment to fix acculturate new team members Ward Cunningham, Ron Jeffries, Martin Fowler, Kent Beck

NOT everyone loves XP

SCRUM Origins: Jeff Sutherland Ken Schwaber Mike Beedle Initial scrums at Easel Corp in 1993 IDX and 500+ people doing Scrum Ken Schwaber ADM Scrum presented at OOPSLA 96 with Sutherland Author of three books on Scrum Mike Beedle Scrum patterns in PLOPD4 Ken Schwaber and Mike Cohn Co-founded Scrum Alliance in 2002, initially within the Agile Alliance With acknowledgement to mike cohn from mountain goat software, llc

We’re losing the relay race Hirotaka Takeuchi and Ikujiro Nonaka, “The New New Product Development Game”, Harvard Business Review, January 1986. “The… ‘relay race’ approach to product development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive requirements.” would be nice to include a quote from Wicked Problems here

Scrum in 100 words Scrum is an agile process that allows us to focus on delivering the highest business value in the shortest time. It allows us to rapidly and repeatedly inspect actual working software (every two weeks to one month). The business sets the priorities. Teams self-organize to determine the best way to deliver the highest priority features. Every two weeks to a month anyone can see real working software and decide to release it as is or continue to enhance it for another sprint.

Scrum origins Jeff Sutherland Initial scrums at Easel Corp in 1993 Ken Schwaber Scrum presented at OOPSLA 95 with Sutherland Mike Beedle Scrum patterns in PLOPD4 Ken Schwaber and Mike Cohn Co-founded Scrum Alliance in 2002

Characteristics Self-organizing teams Product progresses in a series of 2-week to month-long “sprints” Requirements captured in “product backlog” No specific engineering practices prescribed Uses generative rules to create an agile environment for delivering projects

The Process © www.mountaingoatsoftware.com/scrum

Sprints Scrum projects make progress in a series of “sprints” Typical duration is 2–4 weeks or a calendar month at most A constant duration leads to a better rhythm Product is designed, coded, and tested during the sprint

Sequential vs. overlapping development Requirements Design Code Test Rather than doing all of one thing at a time... ...Scrum teams do a little of everything all the time Source: “The New New Product Development Game” by Takeuchi and Nonaka. Harvard Business Review, January 1986.

Unified (Software Development) Process Iterations within phases 4 phases and core workflows for each Inception Elaboration Construction Transition Requirements Analysis Design Implementation Test

No changes during a sprint Plan sprint durations around how long you can commit to keeping change out of the sprint

Scrum framework Roles Ceremonies Artifacts Product owner ScrumMaster Team Roles Sprint planning Sprint review Sprint retrospective Daily scrum meeting Ceremonies Product backlog Sprint backlog Burndown charts Artifacts

Product owner Define the features of the product Decide on release date and content Be responsible for the profitability of the product (ROI) Prioritize features according to market value Adjust features and priority every iteration, as needed  Accept or reject work results

The ScrumMaster Represents management to the project Responsible for enacting Scrum values and practices Removes impediments Ensure that the team is fully functional and productive Enable close cooperation across all roles and functions Shield the team from external interferences

The team Typically 5-9 people Cross-functional: Programmers, testers, user experience designers, … Members should be full-time May be exceptions (e.g., database administrator)

Sprint planning meeting Team capacity Sprint prioritization Analyze and evaluate product backlog Select sprint goal Sprint goal Product backlog Business conditions Sprint planning Decide how to achieve sprint goal (design) Create sprint backlog (tasks) from product backlog items (user stories / features) Estimate sprint backlog in hours Current product Sprint backlog Technology

Sprint planning Team selects items from product backlog they can commit to Sprint backlog is created Tasks are identified and each is estimated (1-16 hours) Collaboratively, not done alone by the ScrumMaster High-level design is considered Code the middle tier (8 hours) Code the user interface (4) Write test fixtures (4) Code the foo class (6) Update performance tests (4) As a vacation planner, I want to see photos of the hotels.

The daily scrum Daily 15-minutes Stand-up Not for problem solving Whole world is invited Only team members, Scrum Master, product owner talk Helps avoid other unnecessary meetings

Everyone answers 3 questions What did you do yesterday? 1 What will you do today? 2 Is anything in your way? 3 not status for the ScrumMaster commitments in front of peers

The sprint review Team presents what it accomplished during the sprint demo of new features or underlying architecture Informal 2-hour prep time rule No slides Whole team participates Invite the world

Sprint retrospective Periodically look at what is and is not working Typically 15–30 minutes Done after every sprint Whole team participates ScrumMaster Product owner Team Possibly customers and others

Product backlog: User Stories The requirements A list of all desired work on the project Ideally expressed such that each item has value to the users or customers of the product Prioritized by the product owner Reprioritized at the start of each sprint

Sprint Backlog: How Breaks the user story down into tasks

Burn-Down Chart Tracks Remaining Effort

Scaling through the Scrum of scrums