Chapter 3: Agile Software Development (3705)

Chapter 3: Agile Software Development (3705)

1. Agile methods

   • Rapid software development became known as agile development or agile methods
   • The processes of specification, design and implementation are interleaved. no detailed system specification, and design documentation is minimized
   • The system is developed in a series of increments
   • Extensive tool support is used to support the development process. automated testing tools, tools to support configuration management, and system integration
   • Agile Manifesto
   • Agile methods have been particularly successful for two kinds of system development.
     • Product development where a software company is developing a small or medium-sized product for sale
     • Custom system development within an organization, where there is a clear commitment from the customer

2. Agile development techniques

   • XP
     • Extreme Programming as originally proposed has proved to be more difficult than anticipated
       • cannot be readily integrated with the management practices and culture of most businesses
       • they are used in conjunction with a management focused agile method such as Scrum
     • In XP, requirements are expressed as scenarios (called user stories),
     • several new versions of a system may be developed by different programmers, integrated, and tested in a day.
     • most significant contribution is probably the set of agile development practices that it introduced to the community
       • User Stories
         • the idea of “user stories” was developed where a user story is a scenario of use that might be experienced by a system user.
         • User stories may be used in planning system iterations
           • estimates the effort and resources required for implementing each task.
           • identify useful functionality that can be implemented in about two weeks, when the next release of the system is made available to the customer.
           • The principal problem with user stories is completeness. Have there been enough stories to cover the functionality of the system
       • Refactoring
         • Design for change is a traditional software principle
           • Extreme programming, however, has discarded this principle on the basis that designing for change is often wasted effort
         • Refactoring (Fowler et al. 1999) means that the programming team look for possible improvements to the software and implements them immediately
         • Refactoring improves the software structure and readability and so avoids the structural deterioration that naturally occurs when software is changed.
         • refactoring is part of the development process, the software should always be easy to understand and change as new requirements are proposed.
       • Test-first development
         • incremental development have a very informal testing process, in comparison with plan-driven testing
           • Extreme Programming developed a new approach to program testing to address the difficulties of testing without a specification.
         • The key features of testing in XP are:
           • test-first development,
             • . Test-first development requires there to be a clear relationship between system requirements and the code implementing the corresponding requirements.
             • relationship is clear because the story cards representing the requirements are broken down into tasks and the tasks are the principal unit of implementation
             • it also avoids the problem of “test-lag.”. Developer produces code faster than tester producing tests. Leads to tests being skipped
           • incremental test development from scenarios,
           • user involvement in the test development and validation,
           • the use of automated testing frameworks.
             • Test automation is essential for test-first development
           • test-driven development techniques
             • write the tests before you write the code
               • run the test as the code is being written and discover problems during development.
         • there are problems in ensuring that test coverage is complete:
           • Programmers prefer programming to testing, and sometimes they take shortcuts when writing tests. may write incomplete tests that do not check for all possible exceptions that may occur.
           • Some tests can be very difficult to write incrementally
       • Pair programming
         • programmers work in pairs to develop the software.
         • Pair programming has a number of advantages.
           • It supports the idea of collective ownership and responsibility for the system
           • It acts as an informal review process because each line of code is looked at by at least two people.
             • effective in discovering a high percentage of software errors
           • It encourages refactoring to improve the software structure.
           • Junior programmer benefits from this and produce better code. Experienced programmers show inefficiency
         • In a given time, a pair of developers would produce half as much code as two individuals working alone.
           • Often rejected because of this by organisations

3. Agile project management

   • agile development has to be managed so that the best use is made of the time and resources available
     • the Scrum agile method was developed (Schwaber and Beedle 2001; Rubin 2013) to provide a framework for organizing agile projects and, to some extent at least, provide external visibility of what is going on
   • does not mandate the use of specific development practices such as pair programming and test-first development
   • follows the principles from the agile manifesto
   • Scrum Process
     • The starting point for the Scrum sprint cycle is the product backlog
   • the things that users like about the Scrum method are:
     • The product is broken down into a set of manageable and understandable chunks that stakeholders can relate to.
     • Unstable requirements do not hold up progress
     • The whole team has visibility of everything, and consequently team communication and morale are improved
     • Customers see on-time delivery of increments and gain feedback on how the product works
     • Trust between customers and developers is established,
   • Distributed Scrum

4. Scaling agile methods

   • Scaling agile methods has closely related facets:
     • Scaling UP these methods to handle the development of large systems that are too big to be developed by a single small team.
     • Scaling OUT these methods from specialized development teams to more widespread use in a large company that has many years of software development experience
     • organization moving to agile methods can expect to see productivity improvement across the organization of about 15% over 3 years, with similar reductions in the number of product defects
   • Practical problems with agile methods
     • For large, long-lifetime systems, agile methods presents problems
       • The informality of agile development is incompatible with the legal approach to contract definition that is commonly used in large companies
       • Agile methods are most appropriate for new software development rather than for software maintenance
       • Agile methods are designed for small co-located teams, yet much software development now involves worldwide distributed teams.
       • Three types of problems can arise in maintaining a custom system:
         • lack of product documentation
         • keeping customers involved
         • development team continuity
   • Agile and plan-driven methods
     • A fundamental requirement of scaling agile methods is to integrate them with plandriven approaches.
   • Agile methods for large systems
     • Agile methods have to evolve to be used for large-scale software development. The fundamental reason for this is that large-scale software systems are much more complex and difficult to understand and manage relative to small systems
       • Six principal factors (Figure 3.13) contribute to this complexity:
     • IBM has also developed a framework for the large-scale use of agile methods called the Agile Scaling Model (ASM).
       • There is no one model fits all. Requirements and composition changes per prject
         • approaches to scaling agile methods have a number of things in common:
           • A completely incremental approach to requirements engineering is impossible
             • Some early work on initial software requirements is essential.
             • requirements should not normally be specified in detail; details are best developed incrementally.
           • There cannot be a single product owner or customer representative
           • It is not possible to focus only on the code of the system. You need to do more up-front design and system documentation. Architectural and schema design
           • Cross-team communication mechanisms have to be designed and used
           • Continuous integration, where the whole system is built every time any developer checks in a change, is practically impossible
             • However, it is essential to maintain frequent system builds and regular releases of the system.
     • Scrum has been adapted for large-scale development.
       • Role replication -> Each team has a Product Owner for its work component and Scrum Master
       • Product architects -> Each team chooses a product architect, and these architects collaborate
       • Release alignment -> The dates of product releases from each team are aligned
       • Scrum of Scrums There is a daily Scrum of Scrums where representatives from each team meet to discuss progress, identify problems, and plan the work
   • Agile methods across organizations
     • It can be difficult to introduce agile methods into large companies for a number of reasons:
       • Project managers who do not have experience of agile methods may be reluctant to accept the risk of a new approach,
       • Large organizations often have quality procedures and standards that all projects are expected to follow
       • Agile methods seem to work best when team members have a relatively high skill level.
       • There may be cultural resistance to agile methods

5. important differences between incremental development and plan-driven development is in the way that the system is tested.

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