Agile/XP Overview Object Mentor, Inc. Copyright 1998-2004 by Object Mentor, Inc All Rights Reserved...
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Transcript of Agile/XP Overview Object Mentor, Inc. Copyright 1998-2004 by Object Mentor, Inc All Rights Reserved...
![Page 1: Agile/XP Overview Object Mentor, Inc. Copyright 1998-2004 by Object Mentor, Inc All Rights Reserved fitnesse.org .](https://reader036.fdocuments.in/reader036/viewer/2022062520/5697bfc31a28abf838ca58cc/html5/thumbnails/1.jpg)
Agile/XP OverviewObject Mentor, Inc.
Copyright 1998-2004 by Object Mentor, IncAll Rights Reserved
fitnesse.org
www.objectmentor.com
www.junit.orgwww.xprogramming.com
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How do you manage a software project?
Badly?
Hope and prayer?
With Great Difficulty
Dictate and Motivate?`
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Mismanagement of a project leads to:
Producing the wrong product.
Producing a product of inferior quality.
Being late.
Working 80 hour weeks.
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The inevitable trade-off.
Good (Quality)
Fast (Time to Market)
Cheap (Cost Effectiveness)
Done
Pick any three…
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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.
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Wouldn’t this be great?
Velocity
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…and this…
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If we had these two charts on the wall…
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Then managers could just look at them to seeThe status of the project.
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What is the first thing
known about a project?
The Management Paradox
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! !
! !
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The Delivery Date is Frozen
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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
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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
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Royce’s actual diagram.
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Royce’s Observation
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Royce’s Conclusion
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How did W/F get to be the norm?
2167
2167A
Everybody copied the good ol’ DoD.
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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.
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Over specification.Actual use o f Waterfa ll Requested Features
A lways7%
Often13%
S ometimes16%Rarely
19%
Never45%
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Code Waste
In a study of 400 waterfall projects:
Only 5% - 15% of the code was ever used.
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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
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Analysis
Design
Implementation
DFDERD
DDST
1 May 1 Nov1 Jul 1 Sep
Let’s go to a meeting.
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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
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Calculate the Date.
High level analysis and Design
S lices cut across a ll sub-system s
The Calculated Date
. . . . . . . . [ ]
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More data shrinks the error bars.
High level analysis and Design
S lices cut across a ll sub-system s
The Calculated Date
. . . . . . . . [ ]
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Without data, all you can manage is:
! !
!
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Without data managers can:
This project will be done on time!
Or HEADS will ROLL!
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OR….
You guys are great.
I have faith in you.
I know you can do it!
I sure hope
you can
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But when we have data…
Story Points Remaining
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Velocity
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Managers can…. manage.
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The control knobs of project mgt.
Schedule
Quality
Staff Scope
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Metaphor
CollectiveOwnership
CodingStandard
SustainablePace
ContinuousIntegration
WholeTeam
Planning Game
Small Releases
Customer Tests
SimpleDesign
PairProgramming
Test-Driven Development
DesignImprovement
XP Practices
www.XProgramming.com
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Contact Information
Robert C. [email protected]
Website:www.objectmentor.com
FitNesse:www.fitnesse.org