One

difficulty with product development is that when thinking about a development plan, an engineer usually thinks in terms of methodology: what to do first, what next, etc. This sequential thinking naturally leads to the waterfall model and heavy documentation. Customer does not see it that way. Customer would rather see some rudimentary functionality soon, and then refinement and extension.

In 2001, Kent Beck and 16 other noted software developers, writers, and consultants [Bec01a] (referred to as the Agile Alliance) signed the Manifesto for Agile Software Development. It stated: 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 in the items on the right, we value the items on the left more.

AGILE SOFTWARE DEVELOPMENT

Twelve supporting statements give guidance on achieving the four core values: 1. our highest priority is to satisfy the customer through early and frequent delivery of software 2. deliver working software frequently, from a couple of weeks to a couple of months, with a preference for the shorter timescale 3. working software is the primary measure of progress 4. welcome changing requirements, even late in development 5. business people and developers work together daily throughout the project 6. build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

7. the most efficient and effective method of conveying information to and within a development team is face-to-face conversation 8. the best architectures, requirements and designs emerge from self-organizing teams 9. continuous attention to technical excellence and good design enhance agility 10. agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely 11. simplicity the art of maximizing the amount of work not done is essential 12. at regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

 An

agile approach to development is essentially a results-focused method that iteratively manages changes and risks. It also actively involves customers in providing feedback on successive implementations, in effect making them a part of the development team. Unlike process-driven documentation, it promotes outcome-driven documentation. The emphasis of agile practices is on traveling lightweight, producing only those artifacts (documentation) that are absolutely necessary. It is very difficult to discern sloppiness from agility

 Agile

methodologists do not have much faith in visual representations, so one can find few if any graphics and diagrams in agile software development books. Some claim that working code is the best documentation of a software product. Most people would find easiest to understand carefully designed diagrams with accompanying narrative in a plain natural language. Of course, the tradeoff is that writing proper documentation takes time, and it is difficult to maintain the documentation consistent with the code as the project progresses.

 Even

greater problem is that the code documents only the result of developers design decisions, but not the reasoning behind those decisions. Code is a solution to a problem. It is neither a description of the problem, nor of the process by which the problem was solved. Much of the rationale behind the solution is irretrievably lost or hidden in the heads of the people who chose it, if they are still around. After a period of time, even the person who made a design decision may have difficulty explaining it if the reasons for the choice are not explicitly documented.

Ivar Jacobson provides a useful discussion: Agility has become todays buzzword when describing a modern software process. Everyone is agile. An agile team is a nimble team able to appropriately respond to changes. Change is what software development is very much about. Changes in the software being built, changes to the team members, changes because of new technology, changes of all kinds that may have an impact on the product they build or the project that creates the product. Support for changes should be built-in everything we do in software, something we embrace because it is the heart and soul of software. An agile team recognizes that software is developed by individuals working in teams and that the skills of these people, their ability to collaborate is at the core for the success of the project. In Jacobsons view, the pervasiveness of change is the primary driver for agility. Software engineers must be quick on their feet if they are to accommodate the rapid changes that Jacobson describes.

WHAT IS AGILITY?

AGILITY AND THE COST OF CHANGE

The conventional wisdom in software development is that the cost of change increases nonlinearly as a project progresses.

 Proponents

of agility argue that a welldesigned agile process flattens the cost of change curve allowing a software team to accommodate changes late in a software project without dramatic cost and time impact. Agile process encompasses incremental delivery. When incremental delivery is coupled with other agile practices such as continuous unit testing and pair programming, the cost of making a change is attenuated.

WHAT IS AN AGILE PROCESS?

Any

agile software process is characterized in a manner that addresses a number of key assumptions about the majority of software projects: 1. It is difficult to predict in advance which software requirements will persist and which will change. It is equally difficult to predict how customer priorities will change as the project proceeds. 2. For many types of software, design and construction are interleaved. That is, both activities should be performed in tandem so that design models are proven as they are created. It is difficult to predict how much design is necessary before construction is used to prove the design. 3. Analysis, design, construction, and testing are not as predictable (from a planning point of view) as we might like.

Given these three assumptions, an important question arises: How do we create a process that can manage unpredictability? The answer lies in process adaptability (to rapidly changing project and technical conditions). An agile software process must adapt incrementally. To accomplish incremental adaptation, an agile team requires customer feedback. An effective catalyst for customer feedback is an operational prototype or a portion of an operational system. Software increments must be delivered in short time periods so that adaptation keeps pace with change (unpredictability). This iterative approach enables the customer to evaluate the software increment regularly, provide necessary feedback to the software team, and influence the process adaptations that are made to accommodate the feedback.

AGILITY PRINCIPLES
The Agile Alliance defines 12 agility principles for those who want to achieve agility: 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 2. Welcome changing requirements, even late in development. Agile processes harness change for the customers competitive advantage. 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4. Business people and developers must work together daily throughout the project. 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6. The most efficient and effective method of conveying information to and within a development team is faceto-face conversation.

Working software is the primary measure of progress. 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 9. Continuous attention to technical excellence and good design enhances agility. 10. Simplicitythe art of maximizing the amount of work not doneis essential. 11. The best architectures, requirements, and designs emerge from selforganizing teams. 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
7.

HUMAN FACTORS
Agile

development focuses on the talents and skills of individuals, molding the process to specific people and teams. The key point in this statement is that the process molds to the needs of the people and team, not the other way around. If members of the software team are to drive the characteristics of the process that is applied to build software, a number of key traits must exist among the people on an agile team and the team itself: 1. Competence: encompasses innate talent, specific software-related skills, and overall knowledge of the process that the team has chosen to apply. 2. Common focus: all team members should be focused on one goalto deliver a working software increment to the customer within the time promised.

3.

4.

5.

Collaboration: Software engineering is about assessing, analyzing, and using information that is communicated to the software team; creating information that will help all stakeholders understand the work of the team; and building information that provides business value for the customer. Decision-making ability: Any good software team must be allowed the freedom to control its own destiny. This implies that the team is given autonomydecisionmaking authority for both technical and project issues. Fuzzy problem-solving ability: Software managers must recognize that the agile team will continually have to deal with ambiguity and will continually be buffeted by change. In some cases, the team must accept the fact that the problem they are solving today may not be the problem that needs to be solved tomorrow. However, lessons learned from any problem-solving activity may be of benefit to the team later in the project.

Mutual trust and respect: The agile team must exhibit the trust and respect that are necessary to make them so strongly knit that the whole is greater than the sum of the parts. 7. Self-organization: In the context of agile development, self-organization implies three things: (1) the team organizes itself for the work to be done, (2) the team organizes the process to best accommodate its local environment, (3) the team organizes the work schedule to best achieve delivery of the software increment. Self-organization serves to improve collaboration and boost team morale. In essence, the team serves as its own management.
6.

Agile processes are preferred where requirements change rapidly. At the beginning of each development scenario, system functionalities are recorded in the form of user stories. Customer and development team derive the test situations from the specifications. Developers design programming interface to match the tests needs and they write the code to match the tests and the interface. They refine the design to match the code.

 User

stories are descriptions of the functionalities the system is expected to do. The customer writes a user story about each functionality in no more than three sentences in his/her own words. User stories are different from use cases in that they do not merely describe the user interfaces. They are different from traditional requirement specifications in that they are not so elaborate; they do not provide any screen layout, database layout, specific algorithm, or even specific technology. They just provide enough details to be able to make low-risk time estimate to develop and implement. At the time of implementation, the developers collect additional requirements by talking to the customer face to face.

User stories are used for release planning and creating acceptance tests. The release plan specifies the user stories which are to be developed and implemented in a particular release. Between 60 and 100 stories constitute a release plan. A release plan also specifies the date for the release. Customer, developers, and managers attend a release planning meeting. Customer prioritizes the user stories, and the high-priority stories are taken up for development first. Each release requires several iterations. The first few iterations take up the high-priority user stories. These user stories are then translated into programming tasks that are assigned to a group of programmers. Each iteration has a defined set of user stories and a defined set of acceptance tests. A maximum of dozen iterations are usually done for a release plan.

CHARACTERISTICS OF AGILE DEVELOPMENT

Test-first programming: Test precedes either design or coding. Incremental: small software releases with rapid iterations. Iterative development: each Iteration addressing specific user requirements. Just-in-time development with micro-planning taking place for each iteration Cooperative: client and developers working constantly together with close communication. Collective code ownership, with writing defect-free code as the responsibility of the whole group of programmers. Straightforward: the model itself is easy to learn and to modify and is well-documented. Adaptive: last-minute changes can be made. Intensive user involvement in specifying requirements, prioritizing them, making release plans, and creating acceptance tests.

EXTREME PROGRAMMING (XP)

This

is perhaps the best-known of the agile methods. Beck defines a set of five values that establish a foundation for all work performed as part of XP communication, simplicity, feedback, courage, and respect. Each of these values is used as a driver for specific XP activities, actions, and tasks. In order to achieve effective communication between software engineers and other stakeholders XP emphasizes close, yet informal (verbal) collaboration between customers and developers, the establishment of effective metaphors for communicating important concepts, continuous feedback, and the avoidance of voluminous documentation as a communication medium.

To achieve simplicity, XP restricts developers to design only for immediate needs, rather than consider future needs. If the design must be improved, it can be refactored at a later time. Feedback is derived from three sources: the implemented software, the customer, and other software team members. By designing and implementing an effective testing strategy, the software provides the agile team with feedback. XP makes use of the unit test as its primary testing tactic. As each class is developed, the team develops a unit test to exercise each operation according to its specified functionality. As an increment is delivered to a customer, the user stories or use cases that are implemented by the increment are used as a basis for acceptance tests. The degree to which the software implements the output, function, and behavior of the use case is a form of feedback. Finally, as new requirements are derived as part of iterative planning, the team provides the customer with rapid feedback regarding cost and schedule impact.

 Beck

argues that strict adherence to certain XP practices demands courage. A better word might be discipline. For example, there is often significant pressure to design for future requirements. Most software teams succumb, arguing that designing for tomorrow will save time and effort in the long run. An agile XP team must have the discipline (courage) to design for today, recognizing that future requirements may change dramatically, thereby demanding substantial rework of the design and implemented code. By following each of these values, the agile team inculcates respect among it members, between other stakeholders and team members, and indirectly, for the software itself.

In XP, the client (or a representative) is always present as a member of the development team. This person writes use cases, termed stories in XP. A use case is a small individual function that is required of the software. It is a statement of a requirement, not a statement of implementation what to implement, not how to implement. For each use case, the developers make an estimate of how much effort will be needed for implementation. Once a use case has been priced, and a decision has been taken to implement it, then the client provides more detailed information about the requirement. The client specifies acceptance tests for each use case. These are a set of black box (functional) tests to ascertain whether the use case has been implemented correctly. A use case has not been successfully implemented until all its acceptance tests have been passed. The client is responsible for checking that tests have ultimately been successful.

 The

client has a third role. In XP, development takes place incrementally. At any time, only a subset of use cases are selected for implementation. Because the use cases are small, it is possible to estimate with some confidence how long they will take. But usually it is not possible to implement all the use cases at once. It is the client who decides which are implemented next, and which are postponed until later. Usually, the client selects those use cases that meet the most immediate business need. At the outset of each phase of development, the project team (including the client) meet to decide what to do next. It is the client who decides what shall be undertaken next. Ideally a client would like everything done as soon as possible. But the client who is a member of an XP team knows that software cannot be delivered to an acceptable standard in less time than the estimate.

XP VALUES
Extreme programming is based on four clearly articulated values: 1. communication 2. simplicity 3. feedback 4. courage. Maximizing communication between the members of the development team and between the clients and the team is clearly vital in any project.

Software that has a simple structure (and does the required job) is better than a complex structure. Feedback is about obtaining frequent reliable information about the state of the software as it is being developed, so that any problems can be accommodated. It also describes a relationship between the developers and the client in which the client is immediately aware of the consequences of their requests. Finally, the most surprising value is courage.

Extreme programming uses a combination of 12 techniques. They are: 1. replan frequently quickly determine the scope of the next release by resolving business priorities and technical estimates. As reality overtakes the plan, update the plan. 2. small releases put a simple system into production quickly, and then release new versions on a very short cycle 3. metaphor guide all development with a simple shared story of how the whole system works 4. maintain a simple design the system should be designed as simply as possible at any given moment. Extra complexity is removed as soon as it is discovered. 5. testing programmers continually write unit tests, which must run flawlessly for development to continue. Customers write tests demonstrating that features are finished. 6. refactoring programmers restructure the system without changing its behavior to remove duplication, improve communication, simplify or add flexibility.

TECHNIQUES

 Fowler

describes refactoring in the following

manner: Refactoring is the process of changing a software system in such a way that it does not alter the external behavior of the code yet improves the internal structure. It is a disciplined way to clean up code [and modify/simplify the internal design] that minimizes the chances of introducing bugs. In essence, when you refactor you are improving the design of the code after it has been written. The intent of refactoring is to control these modifications by suggesting small design changes that can radically improve the design. It should be noted, however, that the effort required for refactoring can grow dramatically as the size of an application grows. Refactoring means that design occurs continuously as the system is constructed.

7. pair programming all production code is written with two programmers at one machine. 8. collective ownership anyone can change any code anywhere in the system at any time. 9. continuous integration integrate and build the system many times a day, and every time a task is completed 10. avoid overwork work no more than 40 hours a week as a rule. 11. involve the client include a real, live user on the team, available full-time to answer questions 12. coding standards programmers write all code in accordance with rules, emphasizing communication through the code.

THE XP PROCESS

Extreme Programming uses an object-oriented approach as its preferred development paradigm and encompasses a set of rules and practices that occur within the context of four framework activities: planning, design, coding, and testing. Planning. The planning activity begins with listeninga requirements gathering activity that enables the technical members of the XP team to understand the business context for the software and to get a broad feel for required output and major features and functionality. Listening leads to the creation of a set of stories that describe required output, features, and functionality for software to be built. The customer assigns a value (i.e., a priority) to the story based on the overall business value of the feature or function. Members of the XP team then assess each story and assign a costmeasured in development weeksto it. If the story is estimated to require more than three development weeks, the customer is asked to split the story into smaller stories and the assignment of value and cost occurs again. New stories can be written at any time.

Customers and developers work together to decide how to group stories into the next release to be developed. Once a basic commitment is made for a release, the XP team orders the stories that will be developed in one of three ways: (1) all stories will be implemented immediately), (2) the stories with highest value will be moved up in the schedule and implemented first, or (3) the riskiest stories will be moved up in the schedule and implemented first. After the first project release has been delivered, the XP team computes project velocity (the number of customer stories implemented during the first release.) Project velocity can then be used to (1) help estimate delivery dates and schedule for subsequent releases and (2) determine whether an overcommitment has been made for all stories across the entire development project. If an overcommitment occurs, the content of releases is modified or end delivery dates are changed. As development work proceeds, the customer can add stories, change the value of an existing story, split stories, or eliminate them. The XP team then reconsiders all remaining releases and modifies its plans accordingly.

 Design.

XP design rigorously follows the KIS (keep it simple) principle. A simple design is always preferred over a more complex representation. In addition, the design provides implementation guidance for a story as it is writtennothing less, nothing more. The design of extra functionality (because the developer assumes it will be required later) is discouraged. If a difficult design problem is encountered as part of the design of a story, XP recommends the immediate creation of an operational prototype of that portion of the design. Called a spike solution, the design prototype is implemented and evaluated. The intent is to lower risk when true implementation starts and to validate the original estimates for the story containing the design problem.

 Coding.

After stories are developed and preliminary design work is done, the team does not move to code, but rather develops a series of unit tests that will exercise each of the stories that is to be included in the current release (software increment). Once the unit test has been created, the developer is better able to focus on what must be implemented to pass the test. Nothing extraneous is added (KIS). Once the code is complete, it can be unit-tested immediately, thereby providing instantaneous feedback to the developers.

Testing. The unit tests that are created should be implemented using a framework that enables them to be automated (hence, they can be executed easily and repeatedly). This encourages a regression testing strategy whenever code is modified As the individual unit tests are organized into a universal testing suite, integration and validation testing of the system can occur on a daily basis. This provides the XP team with a continual indication of progress and also can raise warning flags early if things go awry. Wells [Wel99] states: Fixing small problems every few hours takes less time than fixing huge problems just before the deadline. XP acceptance tests, also called customer tests, are specified by the customer and focus on overall system features and functionality that are visible and reviewable by the customer. Acceptance tests are derived from user stories that have been implemented as part of a software release.

READING ASSIGNMENT
Industrial

XP Adaptive Software Development (ASD) Scrum Dynamic Systems Development Method (DSDM) Crystal Feature Driven Development (FDD) Lean Software Development (LSD) Agile Modeling (AM) Agile Unified Process (AUP) Pair Programming