Professional Documents
Culture Documents
Presented by Jim Murray Based on work done by Dottie Acton of LM Mission Systems 301-897-6458 james.j.murray.iii@lmco.com
Topics
Introduction Terminology The Agile Manifesto Some Agile Methodologies Summary References
Terminology
Agility
The ability to both create and respond to change in order to profit in a turbulent business environment
Companies need to determine the amount of agility they need to be competitive
Chaordic
Exhibiting properties of both chaos and order
The blend of chaos and order inherent in the external environment and in people themselves, argues against the prevailing wisdom about predictability and planning Things get done because people adapt, not because they slavishly follow processes
Vietnam War
1910
1920
1930
1940
1950
1960
1970
1980
1990
296,429 296,429 296,429 71,062 71,062 71,062 5,425 5,425 5,425 372,431 372,431 372,431 102,351 102,351 102,351 2,455,964 2,455,964 2,455,964
WWII Production WWII Production WWII Production ircra t ircra t ircra t Naval hips Naval hips Naval hips argo hips argo hips argo hips rtillery rtillery rtillery Tanks / Tanks / Tanks / Guns Guns Guns Trucks Trucks Trucks
2000
Are conventional development/management practices addressing the problem? June 19, 2002
Process = Product
OR Exploration of many evolving unknowns, demanding a fluid, social learning process, like
Mountain climbing Team = Product McCarthy Jazz jam session Tracking jet fighters with self-guiding missiles*
* Phillip Armour. Zeppelins and Jet Planes: A Metaphor for Modern June 19, 2002 Software Projects Communications of the ACM, October 2001. 6
Agile Manifesto
Developed by 17 of the leaders in agile methodologies in Feb 2001.
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 on the items on the right, we value the items on the left more.
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Is your project more like drilling for oil or like managing a production line?
Oil exploration projects need Agile processes. Production-line projects are often well-served by rigorous methodologies.
On projects with more than 250 people, methodology will have almost no impact on success or failure politics will dominate. Jim Highsmith
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Anticipate the development and test needs developing test data and cases in advance
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Benefits
Less is faster, cheaper, and leads to better Flexibility minimizes the cost of change
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Build can be accomplished from the command line The same build process is used by everyone
Benefits
Easy to manage; easy to add new team members Integrates well with testing environment
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Testing
Principles
All code must have tests, with the test created first Unit tests are executed daily during the automated build When a bug is found, new tests are created All unit tests must pass before code can be released
Benefits
Provides constant visibility into areas of the system at risk The result is rapid progress and a system that always works better than it did the day before
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References
Agile Software Development Ecosystems, Jim Highsmith Agile Software Development, Alistair Cockburn Agile Modeling: Effective Practices for Extreme Programming and the Unified Process, Scott Ambler Agile Development, Rich McCabe, May 2003 Agile Software Development with Scrum, Ken Schwaber and Mike Beedle Extreme Programming Explained: Embrace Change, Kent Beck Refactoring: Improving the Design of Existing Code, Martin Fowler Adaptive Software Development, A Collaborative Approach to Managing Complex Systems, Jim Highsmith A Practical uide to Feature-Driven Development, Stephen Palmer and John Felsing Foundations of Lean Development: The Lean Development Managers uide, Vol 2, Robert Charette Agile Software Development, Dottie Acton, Lockheed Martin Mission Systems Oct, 2002 (Unpublished
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