Agile/XP OverviewObject Mentor, Inc.

Copyright 1998-2004 by Object Mentor, IncAll Rights Reserved

fitnesse.org

www.objectmentor.com

www.junit.orgwww.xprogramming.com

2

How do you manage a software project?

Badly?

Hope and prayer?

With Great Difficulty

Dictate and Motivate?`

3

Mismanagement of a project leads to:

Producing the wrong product.

Producing a product of inferior quality.

Being late.

Working 80 hour weeks.

4

The inevitable trade-off.

Good (Quality)

Fast (Time to Market)

Cheap (Cost Effectiveness)

Done

Pick any three…

5

Finding the optimum solution.

We need to manage the project to the best possible outcome.

An outcome that maximizes all four qualities.

To do this, we need:

Data.

6

Wouldn’t this be great?

Velocity

0

10

20

30

40

50

60

1/20

/2003

1/27

/2003

2/3/

2003

2/10

/2003

2/17

/2003

2/24

/2003

3/3/

2003

3/10

/2003

Sto

ry P

oin

ts

7

…and this…

Story Points Remaining

0

100

200

300

400

500

600

1/20

/2003

1/27

/2003

2/3/

2003

2/10

/2003

2/17

/2003

2/24

/2003

3/3/

2003

3/10

/2003

Sto

ry P

oin

ts

8

If we had these two charts on the wall…

Story Points Remaining

0

100

200

300

400

500

600

1/20

/2003

1/27

/2003

2/3/

2003

2/10

/2003

2/17

/2003

2/24

/2003

3/3/

2003

3/10

/2003

Sto

ry P

oin

ts

Velocity

0

10

20

30

40

50

60

1/20

/2003

1/27

/2003

2/3/

2003

2/10

/2003

2/17

/2003

2/24

/2003

3/3/

2003

3/10

/2003

Sto

ry P

oin

ts

Then managers could just look at them to seeThe status of the project.

9

What is the first thing

known about a project?

The Management Paradox

10

! !

! !

11

The Delivery Date is Frozen

12

The

Spec

V1

The

Spec

V2

The

Spec

V3

The

Spec

V3

The

Spec

VN.1

The

Spec

VN.2

The Spec is Never Frozen

13

Analysis

Design

Implementation

DFDERD

DDST

1 May 1 Nov1 Jul 1 Sep

The Waterfall Model

Managing the Development of Large Software SystemsDr. Winston W. Royce — 1970

14

Royce’s actual diagram.

15

Royce’s Observation

16

Royce’s Conclusion

17

How did W/F get to be the norm?

2167

2167A

Everybody copied the good ol’ DoD.

18

Requirements and Failure

$37B worth of DoD projects using 2167A

Required extensive rewo rk to meet true

needs.20%

Never used. Egregio usly

failed to meet needs.

46%

Jarzombek Study.

Failure attributed to use of waterfall.

19

Over specification.Actual use o f Waterfa ll Requested Features

A lways7%

Often13%

S ometimes16%Rarely

19%

Never45%

20

Code Waste

In a study of 400 waterfall projects:

Only 5% - 15% of the code was ever used.

21

Long Projects Fail.

Pro ject S uccess. 23 ,000 pro jects

0

5

10

15

20

25

30

35

40

45

6 9 12 18 24 36

Months

Pe

rce

nt

su

cc

es

s

22

Analysis

Design

Implementation

DFDERD

DDST

1 May 1 Nov1 Jul 1 Sep

Let’s go to a meeting.

23

Iterative Development.

Exploration

Slices cut across all sub-system s

UI

Comms

ControlSome UI, Comms, and

Control for

some behavior

Data is generated and used to calibrate the plan

24

Calculate the Date.

High level analysis and Design

S lices cut across a ll sub-system s

The Calculated Date

. . . . . . . . [ ]

25

More data shrinks the error bars.

High level analysis and Design

S lices cut across a ll sub-system s

The Calculated Date

. . . . . . . . [ ]

26

Without data, all you can manage is:

! !

!

27

Without data managers can:

This project will be done on time!

Or HEADS will ROLL!

28

OR….

You guys are great.

I have faith in you.

I know you can do it!

I sure hope

you can

29

But when we have data…

Story Points Remaining

0

100

200

300

400

500

600

1/20

/2003

1/27

/2003

2/3/

2003

2/10

/2003

2/17

/2003

2/24

/2003

3/3/

2003

3/10

/2003

Sto

ry P

oin

ts

Velocity

0

10

20

30

40

50

60

1/20

/2003

1/27

/2003

2/3/

2003

2/10

/2003

2/17

/2003

2/24

/2003

3/3/

2003

3/10

/2003

Sto

ry P

oin

ts

Managers can…. manage.

30

The control knobs of project mgt.

Schedule

Quality

Staff Scope

31

Metaphor

CollectiveOwnership

CodingStandard

SustainablePace

ContinuousIntegration

WholeTeam

Planning Game

Small Releases

Customer Tests

SimpleDesign

PairProgramming

Test-Driven Development

DesignImprovement

XP Practices

www.XProgramming.com

32

Contact Information

Robert C. Martinunclebob@objectmentor.com

Website:www.objectmentor.com

FitNesse:www.fitnesse.org