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Agile Development Methodologies
                           Reality vs Hype

                                                     Brad Clow
                                Managing Director, Workingmouse
                                   Thursday, 20th September, 2007




© Workingmouse Pty Ltd 2007. All rights reserved.
Waterfall Observations
           • Requirements are mainly written in English -
             incomplete (lack precision)
           • Requirements are often contradictory
           • Too many requirements to fit in one Person’s
             head at the same time
           • The client will change their mind
           • Requirements clarification changes fundamental
             assumptions



© Workingmouse Pty Ltd 2007. All rights reserved.
Honest Questions
           • How can we estimate
           • How can we commit (with integrity) to develop
             the incomplete requirements to a deadline
           • How can developers do quality work when scope
             changes, but timeline doesn’t
           • Why should developers bear the brunt of the
             consequences of an inefficient process




© Workingmouse Pty Ltd 2007. All rights reserved.
First Taste
           • Extreme Programming (XP) is a terrible name
           • We know relatively little at the start of a project - we
             learn what is truly valuable as we progress
           • Just enough high-level planning up front
           • Fix cost, time and quality
           • Cycle around small pieces of functionality:
                 – Business -> requirements, Developers estimate
                 – Business prioritises, Developers develop
           • The cost of requirements decisions are visible

© Workingmouse Pty Ltd 2007. All rights reserved.
RSA
           • Product: RSA Key Manager
           • Purpose
             – Central key generation
             – Key/security objects lifecycle management
           • 12 Developers, shared QA & Tech. Writers
           • Approximately 1 year old as an agile project


           • Following XP
           • 2 week iterations


© Workingmouse Pty Ltd 2007. All rights reserved.
RSA
           • Benefits
                 – Drives engineering best practice
                 – Higher quality code sooner
                 – Skills transfer between staff

           • Challenges / Issues
                 – A single, authoritative customer
                 – Requirements come from the US




© Workingmouse Pty Ltd 2007. All rights reserved.
SAP Research Brisbane
           • Identifying new technologies, trends and
             business practices, relevant to SAP within 3 - 5
             years.
           • Goal: Transfer knowledge out of Research
           • Code is the vehicle, as well as documentation
           • 50 People, including 8 Developers
           • Research is an evolutionary activity
           • Researcher priorities change due to external
             factors on a week-to-week basis



© Workingmouse Pty Ltd 2007. All rights reserved.
SAP Research Brisbane
           • Benefits
                 –    Rapid prototyping
                 –    Commercialisation path (due to code quality)
                 –    Prototypes which other people can use
                 –    Positive working environment

           • Challenges / Issues
                 – Integrating student code
                 – Integrating with SAP Product Development



© Workingmouse Pty Ltd 2007. All rights reserved.
Scoodi
           • www.scoodi.com
           • Provides tools for people to act in an
             environmentally and socially beneficial way
           • Help keeps items in circulation within a local
             community


           • Following XP (cut down version)
           • 3.5 developers, 1 project manager, 1 client rep
           • 1 week iterations


© Workingmouse Pty Ltd 2007. All rights reserved.
Scoodi
           • Benefits
                 – Break project down into achievable chunks
                 – Regular feedback and planning
                 – Adaptable as we better understood the project

           • Challenges / Issues
                 – Would have benefited from a little more up
                  front planning
                 – Workload in defining ongoing requirements



© Workingmouse Pty Ltd 2007. All rights reserved.
Agile Liabilities
           • A single customer representative that can
             provide timely and authoritative requirements.
           • Separation between the requirements and
             financial stake-holders.




© Workingmouse Pty Ltd 2007. All rights reserved.
Challenges for New Agile Projects
           • Trust
                 – Dev: estimates are not promises
                 – Bus: dev working in the business interests
           • Development
                 – Feature orientated approach
                 – Quality is a day-to-day activity
           • Role Changes
                 – Project Manager
                 – QA Team

© Workingmouse Pty Ltd 2007. All rights reserved.
Summary
           • Agile methodologies address real issues in
             traditional software development projects.
           • To succeed, agile methodologies require a high
             level of collaboration between financial and
             requirements stake-holders and development.




© Workingmouse Pty Ltd 2007. All rights reserved.
Thank You




© Workingmouse Pty Ltd 2006. All rights reserved.

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Agile Development Methodologies - Reality vs Hype

  • 1. Agile Development Methodologies Reality vs Hype Brad Clow Managing Director, Workingmouse Thursday, 20th September, 2007 © Workingmouse Pty Ltd 2007. All rights reserved.
  • 2. Waterfall Observations • Requirements are mainly written in English - incomplete (lack precision) • Requirements are often contradictory • Too many requirements to fit in one Person’s head at the same time • The client will change their mind • Requirements clarification changes fundamental assumptions © Workingmouse Pty Ltd 2007. All rights reserved.
  • 3. Honest Questions • How can we estimate • How can we commit (with integrity) to develop the incomplete requirements to a deadline • How can developers do quality work when scope changes, but timeline doesn’t • Why should developers bear the brunt of the consequences of an inefficient process © Workingmouse Pty Ltd 2007. All rights reserved.
  • 4. First Taste • Extreme Programming (XP) is a terrible name • We know relatively little at the start of a project - we learn what is truly valuable as we progress • Just enough high-level planning up front • Fix cost, time and quality • Cycle around small pieces of functionality: – Business -> requirements, Developers estimate – Business prioritises, Developers develop • The cost of requirements decisions are visible © Workingmouse Pty Ltd 2007. All rights reserved.
  • 5. RSA • Product: RSA Key Manager • Purpose – Central key generation – Key/security objects lifecycle management • 12 Developers, shared QA & Tech. Writers • Approximately 1 year old as an agile project • Following XP • 2 week iterations © Workingmouse Pty Ltd 2007. All rights reserved.
  • 6. RSA • Benefits – Drives engineering best practice – Higher quality code sooner – Skills transfer between staff • Challenges / Issues – A single, authoritative customer – Requirements come from the US © Workingmouse Pty Ltd 2007. All rights reserved.
  • 7. SAP Research Brisbane • Identifying new technologies, trends and business practices, relevant to SAP within 3 - 5 years. • Goal: Transfer knowledge out of Research • Code is the vehicle, as well as documentation • 50 People, including 8 Developers • Research is an evolutionary activity • Researcher priorities change due to external factors on a week-to-week basis © Workingmouse Pty Ltd 2007. All rights reserved.
  • 8. SAP Research Brisbane • Benefits – Rapid prototyping – Commercialisation path (due to code quality) – Prototypes which other people can use – Positive working environment • Challenges / Issues – Integrating student code – Integrating with SAP Product Development © Workingmouse Pty Ltd 2007. All rights reserved.
  • 9. Scoodi • www.scoodi.com • Provides tools for people to act in an environmentally and socially beneficial way • Help keeps items in circulation within a local community • Following XP (cut down version) • 3.5 developers, 1 project manager, 1 client rep • 1 week iterations © Workingmouse Pty Ltd 2007. All rights reserved.
  • 10. Scoodi • Benefits – Break project down into achievable chunks – Regular feedback and planning – Adaptable as we better understood the project • Challenges / Issues – Would have benefited from a little more up front planning – Workload in defining ongoing requirements © Workingmouse Pty Ltd 2007. All rights reserved.
  • 11. Agile Liabilities • A single customer representative that can provide timely and authoritative requirements. • Separation between the requirements and financial stake-holders. © Workingmouse Pty Ltd 2007. All rights reserved.
  • 12. Challenges for New Agile Projects • Trust – Dev: estimates are not promises – Bus: dev working in the business interests • Development – Feature orientated approach – Quality is a day-to-day activity • Role Changes – Project Manager – QA Team © Workingmouse Pty Ltd 2007. All rights reserved.
  • 13. Summary • Agile methodologies address real issues in traditional software development projects. • To succeed, agile methodologies require a high level of collaboration between financial and requirements stake-holders and development. © Workingmouse Pty Ltd 2007. All rights reserved.
  • 14. Thank You © Workingmouse Pty Ltd 2006. All rights reserved.