Attachment 3.1

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June 19, 2002 1

Introduction to

Agile Software Management

Presented by Jim Murray

Based on work done by

Dottie Acton of LM Mission Systems

301-897-6458

[email protected]


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June 19, 2002 2

Topics

Introduction

Terminology

The Agile Manifesto

Some Agile Methodologies Summary

References


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June 19, 2002 3

Terminology

Agility

The ability to both create and respond to change in order to profitin a turbulent business environment

Companies need to determine the amount of agility they need to becompetitive

Chaordic

Exhibiting properties of bothchaos andorder The blend of chaos and order inherent in the external environment and

in people themselves, argues against the prevailing wisdom aboutpredictability and planning

Things get done because people adapt, not because they slavishlyfollow processes

An agile view is a chaordic view Balanced between chaos and order, perched on the precipice at the

edge of chaos.

Some people are not comfortable in this environment; others thrive onit


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June 19, 2002 4

1910

1920

1930

1940

1950

1960

1970

1980

1990

2000

WWI

Great

Depression

Korean

WarWWII Vietnam WarDesertShield/DesertSto

rm

OperationIraqiFreedom

RiskM

gmtGuidefor

DoDA

cquisition

Program

Evaluationand

ReviewT

echnique(PERT)

BerlinWallFalls

Willou

ghbyTemplates

SolvingtheRiskEquation

LineofB

alanceTechnology

TotalQuality

Manag

ement

CriticalPathMethod(CPM)

Cold War

BattleoftheAtlantic

WWII Production

Aircraft 296,429

Naval Ships 71,062

Cargo Ships 5,425

Artillery 372,431

Tanks / SP Guns 102,351

Trucks 2,455,964

LeanProduction

Concu

rrentDevelopment

Spiral

Development

1910

1920

1930

1940

1950

1960

1970

1980

1990

2000

WWI

Great

Depression

Korean


rm


RiskM

gmtGuidefor

DoDA

cquisition

Program

Evaluationand

ReviewT

echnique(PERT)

BerlinWallFalls

Willou

ghbyTemplates


LineofB

alanceTechnology

TotalQuality

Manag

ement


Cold War

BattleoftheAtlantic

WWII Production

Aircraft 296,429

Naval Ships 71,062

Cargo Ships 5,425

Artillery 372,431


Trucks 2,455,964

LeanProduction

Concu

rrentDevelopment

Spiral

Development

1910

1920

1930

1940

1950

1960

1970

1980

1990

2000

WWI

Great

Depression

Korean


rm


RiskM

gmtGuidefor

DoDA

cquisition

Program

Evaluationand

ReviewT

echnique(PERT)

BerlinWallFalls

Willou

ghbyTemplates


LineofB

alanceTechnology

TotalQuality

Manag

ement


Cold War

BattleoftheAtlantic

WWII Production

Aircraft 296,429

Naval Ships 71,062

Cargo Ships 5,425

Artillery 372,431


Trucks 2,455,964

LeanProduction

Concu

rrentDevelopment

Spiral

Development

Program Management Evolution

Program management is an evolving science

Continuing to seek efficient methods to address new

development methods


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June 19, 2002 5

Current Problem in PM & SW

development

31.1% of projects will be canceledbefore they ever get completed 52.7% of projects will

cost 189% of their original estimates.

The Standish Group

Plus project complexity is increasing

Demand for quicker delivery of useful systems

Increasingly vague, volatile requirements

Greater uncertainty/risk from limited knowledge of:

Underlying technologies

Off-the-shelf (OTS) components used

Are conventional development/management

practices addressing the problem?


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June 19, 2002 6

What is the core challenge?

* Phillip Armour. Zeppelins and Jet Planes: A Metaphor for Modern

Software Projects Communications of the ACM, October 2001.

Team = Product

Process = Product

McCarthy

What is the nature of system/software development?

Well-understood, static problems, demandingdefinable, predictable process, like

Manufacturing a widget

Constructing a building

Shooting zeppelins with cannons*

OR

Exploration of many evolving unknowns, demandinga fluid, social learning process, like

Mountain climbing Jazz jam session

Tracking jet fighters with self-guiding missiles*


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June 19, 2002 7

Agile Manifesto

Developed by 17 of the leaders in agile methodologiesin Feb 2001.

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 planThat is, while there is value on the items on the right, we

value the items on the left more.


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June 19, 2002 8

Supporting Agile Sentences

1. Our highest priority is to satisfy the customer through early andfrequent delivery of valuable software.

2. Deliver working software frequently, from a couple of weeks to a

couple of months, with a preference for the shorter time scale.

3. Working software/product is the primary measure of progress.

4. Welcome changing requirements, even late in development. Agileprocesses harness change for the customers competitive advantage.

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.


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June 19, 2002 9

Questions for Reflection

The first step in looking at any Agile method is to askthe following questions:

How close are your customers views and values to the

views and values expressed in the Agile Manifesto?

How close are your programs views and values to theviews and values expressed in the Agile Manifesto?

How close are your organizations views and values to

the views and values expressed in the Agile Manifesto?

How close are yourpersonalviews and values to theviews and values of the Agile Manifesto?

Adopting Agile Methods where they do not fit with the value system

will not be successful.


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June 19, 2002 10

When to Apply Agile Methodologies

Problems characterized by change, speed, andturbulence are best solved by agility.

Accelerated time schedule combined with significant

risk and uncertainty that generate constant change

during the project. Is your project more like drilling for oil or like

managing a production line?

Oil exploration projects need Agile processes.

Production-line projects are often well-served by

rigorous methodologies.

On projects with more than 250 people, methodology will have almost no impact on

success or failurepolitics will dominate. Jim Highsmith


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June 19, 2002 11

Some Agile Methodologies

Extreme Programming (XP) Scrum

Feature-Driven Development (FDD)

Adaptive Software Process Crystal Light Methodologies

Dynamic Systems Development Method (DSDM)

Lean Development


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June 19, 2002 12

Summary of Agile Characteristics

Adaptability rather than predictability People rather than development process

Being agile means accepting that outcomes are not

predictable and that processes are not repeatable

Collaborative values and principles

A barely sufficient methodology

the conventions we agree to

Processes are described in manuals; practices are whathappen in reality


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June 19, 2002 13

Agile PM issues to facilitate SW

development

Need a cohesive culture able to support and facilitate avariety of management and development methods

Management needs a defined Info. Tech. framework

Management processes

Management tools/tool suite Management needs to be supportive of the

development team

Interfaces to other functions offloaded

Training occurs up front and in-depth Experienced core of the team

Variety of communication and collaboration tools(available for use)


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June 19, 2002 14

Agile Program Management Issues

Promote teambuilding and trust, keep politics out ofthe effort

Set an open tone with the customer(s) organizations

Interpret and translate risks for overall program

integration and a common view.

Have a robust, flexible, and adaptable configuration

and data management system

Integrated Product Teams to some extent (need immediate value)


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June 19, 2002 15

Extraordinarily robust test program through out thedevelopment process

Anticipate the development and test needs developing

test data and cases in advance


Contd

Involves Testing For:

Pre-Conditions

Post-Conditions

Class Invariants


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June 19, 2002 16


Storyboard the development and assign story actors tolive the role

Use automated tools for organizational and summary

tasks


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June 19, 2002 17

Develop a Componentized Architecture

Principles We do the simplest thing that could possibly work

making future changes or additions easier

The right design at the right time, no more up-front high-level system architecture

up-front high-level component architecture

up-front high-level data model

details are determined when the time comes for functionality tobe built

Benefits Less is faster, cheaper, and leads to better

Flexibility minimizes the cost of change


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June 19, 2002 18

Product Build Philosophy

Principles Build the complete product, all the time

One button builds everything, including Product executables

Installation materials Test harness and test components

Generated documentation

Build can be accomplished from the command line

The same build process is used by everyone

Benefits

Easy to manage; easy to add new team members

Integrates well with testing environment


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June 19, 2002 19

Testing

Principles All code must have tests, with the test created first

Unit tests are executed daily during the automated build

When a bug is found, new tests are created

All unit tests must pass before code can be released

Benefits

Provides constant visibility into areas of the system at

risk

The result is rapid progress and a system that always

works better than it did the day before


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June 19, 2002 20

Testing Meeting Configuration

Management

Test code maintained alongside project code Tests can be run from the command line

Coverage statistics tell you how thorough the testing is


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June 19, 2002 21

References Agile Software Development Ecosystems, Jim Highsmith

Agile Software Development, Alistair Cockburn

Agile Modeling: Effective Practices for Extreme Programming andthe Unified Process, Scott Ambler

Agile Development, Rich McCabe, May 2003

Agile Software Development with Scrum, Ken Schwaber and MikeBeedle

Extreme Programming Explained: Embrace Change, Kent Beck

Refactoring: Improving the Design of Existing Code, Martin Fowler

Adaptive Software Development, A Collaborative Approach toManaging Complex Systems, Jim Highsmith

A Practical Guide to Feature-Driven Development, Stephen Palmer

and John Felsing Foundations of Lean Development: The Lean Development

Managers Guide, Vol 2, Robert Charette

Agile Software Development, Dottie Acton, Lockheed Martin MissionSystems Oct, 2002 (Unpublished

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