Adopting Agile Practices: G B G B Gemb Gemb A A

Adopting Agile Practices
Amr Elssamadisy
2008 Gemba Systems, All rights reserved.
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About Amr
Technical roots as a C++ then Java then .NET, C++, Java, NET then Java again then ... First Agile project in 1999 with ThoughtWorks. Caught the disease - have been spreading it since - h i hence A il adoption i a main i t Agile d ti is i interest. t Everything is based on context - the answer is it it depends. Believe that patterns are a great way to communicate successes and failures. Author, editor for AgileQ on InfoQ, editor of Agile g g Journal. Gemb G b
2008 Gemba Systems. All rights reserved.
systems
About Amr contd..
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Adopting Practices <> Being Agile A il

W all l We ll learn diff differently. tl Real knowledge comes from doing. Doing (sometimes) leads to Being
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Today s Todays Goals

A Agree on th d fi iti of V l the definition f Value. Understand the relationship between Value and Agile practices. Understand what Agile adoption p g p patterns are, and how they can be leveraged. Examine as many practices as we can can.
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What is Value?
Is b i Agile l bl ? I being A il valuable? Is design valuable? Are requirements valuable? Is time to market valuable? Is user satisfaction valuable? Are A meetings valuable? ti l bl ? What is VALUE?
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A Learning Cycle
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Agile Software Development

R Recognize and respond t change i d d to h Feedback practices for the team Technical practices for developers
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Your Context: Business Value

Reduce ti R d time t market to k t Increase quality Increase flexibility Increase product utility Increase visibility Reduce cost R d t Increase product lifetime p
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Your Context: Smells

Us vs. Them vs Customer asks for everything including the kitchen sink Direct input from customer is unrealistic Management is surprised Bottlenecked resources Churning projects Hundreds of bugs Hardening phase needed
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Decrease Time to Market
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Decrease Time to Market

Iteration
Backlog
Done State
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Backlog - Business Value

Backlogs are a prioritized list of goals for iterations and releases. They improve product utility and increase visibility by enabling high quality feedback as the goals are met and reviewed regularly regularly. In a sense, they also decrease time to market because the prioritized list enables negotiation of scope and early release with the most y valuable functionality.
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Backlogs - Context
Y are on a d l You development team that has decided to tt th t h d id d t adopt some agile development practices including Iteration. Iteration You have decided to go away from the old technique of up front requirements and a detailed specification document as a hand off from analysts to developers. You have the needed expertise on your team to incrementally expand and evolve requirements either via Customer Part of Team or any other p y practice.
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Backlogs - Adoption
The customer flushes out the coarse-grained coarse grained requirements ahead of the iteration planning meeting. q y y p p g This frequently means that they are preparing for the next iteration half-way through the current iteration. At the beginning of each iteration, in the kickoff meeting, the team should understand the requirements ti th t h ld d t d th i t to the level that they can:
roughly estimate (via planning poker, etc) poker etc ) to begin development
The items chosen for development make up the iteration backlog.

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Backlogs - Smells
E ti ti paralysis. Estimation l i Techies take over. Multiple non-cross-functional teams have trouble working from one backlog.
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Increase Quality
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Increase Quality
Automated Developer Tests Test First Development Test Last Development
Test Driven Development
Refactoring
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Collective Code Ownership
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Refactoring - Business Value

R f t i increases flexibility and the product Refactoring i fl ibilit d th d t lifetime by enabling and encouraging developers to change the design of the system d l t h th d i f th t as needed. Quality to market and costs are reduced because continuous refactoring keeps the design from degrading over time, ensuring that the code is easy to understand, maintain, and change.
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Refactoring - Context
Y are on a d l You development team that is tt th t i practicing automated developer tests. You are currently working on a requirement that is not well-supported by the current design. Or you may have just completed a task (with its tests of course) and want to change the design o cou se) a d wa t c a ge t e des g for a cleaner solution before checking in your code to the source repository. p y
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Refactoring - Adoption
Thi i one of th This is f those "j t d it!" patterns "just do tt (well almost). Keep in mind is that Refactoring is a practice and not a toolalthough tool support helps.
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1. 1 Start automated developer tests until you are comfortable with the discipline of writing tests for all of your tasks tasks. 2. In a team environment, adopt collective code ownership on your teamagree on team agree how to handle broken tests from g y refactoring in a timely manner. 3. Pick up a copy of Refactoring: Improving g g y the Design of Existing Code by Martin Fowler and a book about test-driven development that is exercise-driven.
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4. Start. 4 Start Perform the steps as described above above. For every task inspect the design to see if it needs changing to accommodate the new work work. 5. Run a bi-weekly study-group to share different refactorings that have been performed performed. 6. As you become comfortable with the canonical refactorings, refactorings be courageous and make significant changes. Work towards large design changes that you and your team have known were needed when appropriate
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Refactoring - Smells
Dont get carried away and refactor just for the Don t sake of refactoring. Remember, refactoring delivers no direct business value. Many missed small refactorings build up over time causing the need for large refactorings. Beware of code-ownership and pride causing commit wars once something is refactored. In a team environment you will eventually refactor code that causes tests that you have not written to break. Some new to Agile p g practices may check y in this code and rely on the developers who have written the tests to fix the broken test.
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More Information
Amr Elssamadisy amr@gembasystems.com http://www.gembasystems.com Free book on InfoQ: http://www.infoq.com/minibooks/agile-patterns Business Value to Practice Mappings: http://www.informit.com/articles/article.aspx?p=12 35050
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1. 1
2. 3. 4. 5. 6.
Introduction: Agile is not the goal but the means to goal, achieving your goals. Review different business goals and p g process smells Tie goals and smells in (2) to Agile practices Go through a group exercise led by the instructor to elaborate the goals of a fictional company and choose the practices to address those goals. Run small group sessions in p g p parallel, where the students work through (4) for their real-world situations Review and present (5) and have a group critique.
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Lean Principles
1. 2. 2 3. 4. 5. 5 Value is. Value stream Flow Pull Perfection
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Theory of Constraints
100
60
75
50
30
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Adopting Agile Practices: G B G B Gemb Gemb A A

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Adopting Agile Practices

2008 Gemba Systems, All rights reserved.

About Amr contd..

2008 Gemba Systems. All rights reserved.

Adopting Practices <> Being Agile A il

2008 Gemba Systems. All rights reserved.

Today s Todays Goals

2008 Gemba Systems. All rights reserved.

2008 Gemba Systems. All rights reserved.

2008 Gemba Systems. All rights reserved.

Agile Software Development

2008 Gemba Systems. All rights reserved.

Your Context: Business Value

2008 Gemba Systems. All rights reserved.

Your Context: Smells

2008 Gemba Systems. All rights reserved.

Decrease Time to Market

2008 Gemba Systems. All rights reserved.

Decrease Time to Market

2008 Gemba Systems. All rights reserved.

Backlog - Business Value

2008 Gemba Systems. All rights reserved.

2008 Gemba Systems. All rights reserved.

The items chosen for development make up the iteration backlog.

2008 Gemba Systems. All rights reserved.

2008 Gemba Systems. All rights reserved.

Test Driven Development

Collective Code Ownership

Refactoring - Business Value

2008 Gemba Systems. All rights reserved.

2008 Gemba Systems. All rights reserved.

2008 Gemba Systems. All rights reserved.

2008 Gemba Systems. All rights reserved.

2008 Gemba Systems. All rights reserved.

2008 Gemba Systems. All rights reserved.

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