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Group Projects
Making working software as a team
Bruce Scharlau, University of Aberdeen, 2011
This is a full time course
• You are expected to spend 40+ hours a week on this course.
• This works best when everyone meets at agreed times and works together.
• Communication and learning occurs best when working together.
Bruce Scharlau, University of Aberdeen, 2011
Teams will have two supervisors
• Every team will have me plus someone else helping them manage the project and the software development.
• You must come to the supervisor meetings to sign in with the department.
• Teams also work with their external clients.
Bruce Scharlau, University of Aberdeen, 2011
This is work-like experience
• Follow same practices and use the same tools as professional software houses.
• The more you participate, and follow our guidelines, the more you will have to show on your cv, and discuss at job interviews
Bruce Scharlau, University of Aberdeen, 2011
You work on a real project
Real projects for real clients using the same processes as you will when working after graduation
Provides insights into software processes and craftmanship needed in working world
Bruce Scharlau, University of Aberdeen, 2011
Current week provides details for summer work
• Set up laptops and other machines
• Learn skills needed for development
• ‘Games’ offer insight into working practices
• Set up blog for use with individual report: use ruby, rails and git (source control)
Bruce Scharlau, University of Aberdeen, 2011
How well did you make your software last term?
Did it work, could it have been better?
Discuss in your group what you would do to build a project together. Make a list of main points.
Bruce Scharlau, University of Aberdeen, 2011
What would you have done differently if you did it again?
Bruce Scharlau, University of Aberdeen, 2011
Explain why group projects are different
Bruce Scharlau, University of Aberdeen, 2011
Projects have a life cycle
What are the parts of the life cycle for projects in general?
Bruce Scharlau, University of Aberdeen, 2011
Projects have a process model
Bruce Scharlau, University of Aberdeen, 2011http://www.slideshare.net/wasitova/pmbok-and-scrum-best-of-both-worlds
Software has its own life cycle
Bruce Scharlau, University of Aberdeen, 2011
What parts are in the software life cycle?
Software projects are different from other projects
What are the differences?
Bruce Scharlau, University of Aberdeen, 2011
There are diverging views about software development
Big bang vs salami tactics
Manufacturing vs product development
Bruce Scharlau, University of Aberdeen, 2011
Software is like manufacturing
Build product step by step, just like a car, etc
Take design and then build each part and assemble in workshop to customer’s specification
Bruce Scharlau, University of Aberdeen, 2011
Is it really like manufacturing?
Build product step by step, just like a car, etc
Take design and then build each part and assemble in workshop to customers specification
Are these statements correct?
Bruce Scharlau, University of Aberdeen, 2011
Software is like product development
We are designing a new product. We have some ideas about it, but we’ll need to get some responses from our potential users and see if they are correct.
Maybe our idea won’t work and we’ll have to approach the problem differently.
Bruce Scharlau, University of Aberdeen, 2011
Software projects often fail
Bruce Scharlau, University of Aberdeen, 2011http://www.infoq.com/articles/Interview-Johnson-Standish-CHAOS
Challenged means over budget, incomplete, late
Lots of delay in software projects
Bruce Scharlau, University of Aberdeen, 2011
The project due in 12 months will arrive after 22 months, bit late if it was for specific event
Delays cost money
Bruce Scharlau, University of Aberdeen, 2011
There are different methodologies used for software development
Bruce Scharlau, University of Aberdeen, 2011
http://jeffsutherland.com/PracticalRoadmapMunich20091020.pdf
It doesn’t have to be like that
• Incremental and iterative delivery means ship part of application early and get feedback
• Firm can use and learn, and refine ideas
• Firm can start gaining income from product
Bruce Scharlau, University of Aberdeen, 2011
Important to do project right
Often it doesn’t work out correctly… lots of failure
We need to build the project ‘right’ as well as ‘build the right project’ – balance to ensure build efficiently, and that build project business needs
Bruce Scharlau, University of Aberdeen, 2011
What communication is there in waterfall?
Bruce Scharlau, University of Aberdeen, 2011
Waterfall lacks sufficient communication
Documents produced at each stage of the process
Bruce Scharlau, University of Aberdeen, 2011
Always moves forward, and client may not see anything until the end
Adding steps between parties makes software harder to build
Bruce Scharlau, University of Aberdeen, 2011
clientdeveloper
analyst
What happens if the developer never speaks directly to the client?
Communication friendly process models are preferred
Describe the types of features you’d expect to see in a communication friendly project process model
Bruce Scharlau, University of Aberdeen, 2011
The agile principles cover many aspects of communication
The manifesto has the basics
http://agilemanifesto.org/
These form twelve principles: how many are about communication?
Bruce Scharlau, University of Aberdeen, 2011
Ease of communication means common code base for team
• Use source control with anyone on the team expected to work on any part of the code as required
• Work in pairs whenever possible
Bruce Scharlau, University of Aberdeen, 2011
THERE ARE NO HERO PROGRAMMERSTHERE ARE NO HERO PROGRAMMERS
Agile adds better value than traditional projects
Bruce Scharlau, University of Aberdeen, 2011http://www.versionone.com/Agile101/Agile_Benefits.asp
Agile provides better feedback
Bruce Scharlau, University of Aberdeen, 2011http://www.agilemodeling.com/essays/costOfChange.htm
You follow regular workflow
Bruce Scharlau, University of Aberdeen, 2011
5 days
All possiblefeatures
Prioritized current work
Ease of communication provides many benefits
• Makes it easier to discuss options
• Makes it easier to decide later in the process
• Means we don’t need to decide when we know little about the product
Bruce Scharlau, University of Aberdeen, 2011
Knowing that can communicate when required allows decisions
to be postponed
• Why decide early on, when the client knows less about the product, when we can postpone the decision until later?
• We don’t have to lock-in choices early, so why should we?
Bruce Scharlau, University of Aberdeen, 2011
Communication improves position in cone of uncertainty
Bruce Scharlau, University of Aberdeen, 2011
Project estimates improve as we learn more about the project
Seek short project feedback loops
• Look for feedback from coding, integration, client, so that can make corrections as soon as possible
Bruce Scharlau, University of Aberdeen, 2011
Communication enables choice of project priorities
The customer knows what is required for their application and this will be revealed more with each iteration
Bruce Scharlau, University of Aberdeen, 2011
Stand up meetings aid communication
• Daily meetings of all of the team in the morning to determine who’s did what yesterday, what they intend to do today, and what issues are holding them up, which need to be resolved
• Short, 10-15 meetings only: follow up as needed with longer individual meetings
• Let people work on project if not needed for meeting
Bruce Scharlau, University of Aberdeen, 2011
Pair programming aids communication
• Two people work together at ONE computer to program a feature, or task
• One person types, while the other catches typos, suggests algorithms to make the code work, asks questions
• This is proven to work better than two people working separately and joining code together later.
Bruce Scharlau, University of Aberdeen, 2011
TDD and BDD confirms that communication is ok
• The client writes tests that the team use to confirm the program does what it should. These guide the team in development.
• Use Cucumber to clarify with the client what is needed and then can use RSpec for more testing underneath
Bruce Scharlau, University of Aberdeen, 2011
Continuous integration is a form of communication
CI is the process of using a tool to download the group source code and building the project to see that it passes its tests and runs as expected.
Assumes that everyone is submitting their code regularly to the group repository
Bruce Scharlau, University of Aberdeen, 2011
Use PDCA cycle for development
Bruce Scharlau, University of Aberdeen, 2011
As <a user type> I’d like to <do x> because <reason>
Stories cover basic requirements and we supplement them with specifics
Evo process model provides clear communication of objectives
Bruce Scharlau, University of Aberdeen, 2011
Evo checks that the application has clear business objectives and determines how to measure them along an appropriate scale to know whether the application is helping to meet desired organisation goals.
IET is precise means to communicate priorities
Bruce Scharlau, University of Aberdeen, 2011
Design Ideas Objectives #1 #2 #3 Total
Increase Market Share (12% -> 25%) 0% 0% 0% 0%
Increase Monetary Donations ($2.4m -> $3.0m) 0% 0% 0% 0%
Increase Time Donations (2,400 hrs -> 3,200 hrs) 0% 0% 0% 0%
Total Impact 0% 0% 0%
Costs (thousands)
Hardware / Software $1 $1 $1 $3
Development Effort $0 $0 $0 $0
Total Costs $1 $1 $1 $3
Performance to Cost Ratio 0.00 0.00 0.00
IET = Impact estimation tableIET = Impact estimation table
Lean and Kanban principles ensure we only do what is
needed• Limit the work in progress
• Delay decisions until last possible moment
• Minimize disruption at hand-offs
• Make workflow visible
Bruce Scharlau, University of Aberdeen, 2011
Limit work in progress (WIP)Limit tasks per stage speeds up delivery
Bruce Scharlau, University of Aberdeen, 2011
Only this many tasks per stage
Too many tasks creates a queue of work
• If you shuffle too many tasks for team members everything slows down, and – Feedback loops lengthen– Work takes longer– There is more work in progress– The quality goes down
Bruce Scharlau, University of Aberdeen, 2011
Minimize disruptions at hand-offs
Bruce Scharlau, University of Aberdeen, 2011
Provide work for next stage in suitable format
For example, build to test to deploy hand-offs
Improve throughput by focusing on ‘done’ after sprint
Improve throughput by focusing on ‘ready’ before sprint
Focus on preparation and completion
Bruce Scharlau, University of Aberdeen, 2011
© Jeff Sutherland 1993-2009
http://jeffsutherland.com/PracticalRoadmapMunich20091020.pdf
Make workflow visible with kanban
Bruce Scharlau, University of Aberdeen, 2011
Seeing the work in hand aids issue resolution
Shows:• Stuck
work• Priorities• Who’s
busy• Problems
We’ll use mixture of evo and lean
Bruce Scharlau, University of Aberdeen, 2011
Use stories to gather minimum features
Use evo (IET) to determine implementation
Use kanban board to limit and see WIP
Automate testing and continuous build
Work in weekly iterations (stages)