Keith McMillan Principal, Adept Technologies Copyright (C) 2008, Adept Technologies llc

Keith McMillanPrincipal, Adept Technologies

Copyright (C) 2008, Adept Technologies llc

What’s wrong with software development? It takes too long to deliver It creates software that does what we

said, not what we want Delivers low value features with or even

instead of high value ones Frequently has poor quality Delivers what we wanted yesterday, not

what we need today Plans and forecasts are inaccurate Developers don’t know what we don’t

knowCopyright (C) 2008, Adept Technologies llc

The Agile Manifesto

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.


Agile’s Twelve Principles Our highest priority is to satisfy the

customerthrough early and continuous deliveryof valuable software.

Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

Business people and developers must work together daily throughout the project.

Build projects around motivated individuals.

Give them the environment and support they need, and trust them to get the job done.

The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

Working software is the primary measure of progress.

Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

Continuous attention to technical excellence and good design enhances agility.

Simplicity--the art of maximizing the amount of work not done--is essential.

The best architectures, requirements, and designs emerge from self-organizing teams.

At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.


Terms

Agile Iteration/Sprint User Story Product Owner Product/Project Backlog Iteration/Sprint Backlog Scrum Story Point


Waterfall Development

Copyright (C) 2008, 2009, Adept Technologies llc

Requirements

Analysis

Design

Code

Test

Deploy

Iterative Development


Iteration 1

Iteration 4

Iteration 3

Iteration 2

Iteration 5

Story 1

Story 2

Story 4

Story 14

Story 3

Story 6

Story 5

Story 7

Story 8

Story 22

Story 20

Story 37

Story 14

Deploy Deploy

Playing a User Story


User

Story Conversati

on

Code and Test

Confirmation

Document(only as needed!)

Waterfall Tracking


Agile Project Tracking


Agile Project Tracking


A More Advanced Burn-up


Sprint Tracking


Principles


Self-organizing and Managing Teams


Just-in-Time Work


Face-to-face collaboration


Appropriate Documentation


Fixed Time, Variable Scope


Sustainable Velocity


Controlling Change


Empirical Forecasting


Knowledge Work is Different Every Time


Myths


No planning


No design


No documents


No testing


Agile is easy


Agile is a silver bullet


Common Pitfalls

fixing scope big up front

plan design requirements

“Our process says we have to do it this way”

“Scrum doesn’t say we can do that”


About Keith• 20 year software development

veteran• 10 years lean iterative development• 6 years agile• Extensive industry experience

• Finance, Insurance, Telco, Health Care, customer facing and internal

• ITIL Service Management• IT Security

• Certified as Scrum Master, Scrum Practitioner

• Start-up and Fortune 500 experience• Numerous certifications, MS-CS from

UW Milwaukee


Documents

Keith McMillan Principal, Adept Technologies Copyright (C) 2008, Adept Technologies llc