1. Current Trends in Systems Develpment
Satzinger, Jackson, and Burd
Object-Orieneted Analsys & Design
Chapter 14

2. Adaptive Approaches to Development
Allow for uncertainty
Use empirical controls
Describe processes that are variable and unpredictable
Monitor progress and make corrections on the fly
Share the following characteristics
Less emphasis on up-front analysis, design, and documentation
More focus on incremental development
More user involvement in project teams
Reduced detailed planning (used for near-term work phases only)
Tightly controlled schedules by fitting work into discrete time boxes
More use of small work teams that are self-organizing

3. The Agile Development Philosophy and Modeling
A philosophy and set of guidelines for developing software in an unknown, rapidly changing environment
Requires agility - being able to change direction rapidly, even in the middle of a project
Agile Modeling
A philosophy about how to build models, some of which are formal and detailed and others sketchy and minimal

4. The Agile Development Philosophy and Values
Responding to change over following a plan
An agile project is chaordic - both chaotic and ordered
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation

5. Adaptive Methodologies using Agile Modeling

6. Agile Modeling Principles
AM is about doing the right kind of modeling at the right level of detail for the right purposes
Use models as a means to an end instead of building models as end deliverables
Does not dictate which models to build or how formal to make those models
Has basic principles to express attitude that developers should have as they develop software

7. Extreme Programming
An adaptive, agile development methodology created in the mid-1990s
Extreme programming
Takes proven industry best practices and focuses on them intensely
Combines those best practices (in their intense form) in a new way to produce a result that is greater than the sum of the parts

8. XP Core Values Communication Simplicity Feedback Courage
In open, frequent verbal discussions
Simplicity
In designing and implementing solutions
Feedback
On functionality, requirements, designs, and code
Courage
In facing choices such as throwing away bad code or standing up to a too-tight schedule

9. Some XP Practices Planning
Users develop a set of stories to describe what the system needs to do
Testing
Tests are written before solutions are implemented
Pair programming
Two programmers work together on designing, coding, and testing
Refactoring
Improving code without changing what it does
Owning the code collectively
Anyone can modify any piece of code
Continuous integration
Small pieces of code are integrated into the system daily or more often
System metaphor
Guides members towards a vision of the system

10. XP Project Activities System-level activities Release-level activities
Occur once during each development project
Involve creating user stories to planning releases
Release-level activities
Cycle multiple times - once for each release
Are developed and tested in a period of no more than a few weeks or months
Iteration-level activities
Code and test a specific functional subset in a few days or weeks

11. Scrum A quick, adaptive, and self-organizing development methodology
Responds to a current situation as rapidly and positively as possible
A truly empirical process control approach to developing software

12. Scrum Philosophy Responsive to a highly changing, dynamic environment
Focuses primarily on the team level
Team exerts total control over its own organization and work processes
Uses a product backlog as the basic control mechanism
Prioritized list of user requirements used to choose work to be done during a Scrum project

13. Scrum Organization Product owner Scrum master Scrum team or teams
The client stakeholder for whom a system is being built
Maintains the product backlog list
Scrum master
Person in charge of a Scrum project
Scrum team or teams
Small group of developers
Set their own goals and distribute work among themselves

14. Scrum Practices Sprint Parts of a sprint
The basic work process in Scrum
A time-controlled miniproject
Firm 30-day time box with a specific goal or deliverable
Parts of a sprint
Begins with a one-day planning session
A short daily Scrum meeting to report progress
Ends with a final half-day review

15. Project Management and Methodologies
Project time management
Smaller scope and focused on each iteration
Realistic work schedules
Project scope management
Users and clients are responsible for the scope
Scope control consists of controlling the number of iterations
Project cost management
More difficult to predict because of unknowns
Project communication management
Critical because of open verbal communication and collaborative work
Project quality management
Continual testing and refactoring must be scheduled
Project risk management
High-risk aspects addresses in early iterations
Project human resource management
Teams organize themselves
Project procurement management
Integrating purchased elements into the overall project
Verifying quality or components
Satisfying contractual commitments

16. Summary Slide Adaptive Approaches to Development
The Agile Development Philosophy and Modeling
Extreme Programming
Scrum