introduction to agile and lean software development

INTRODUCTION TO AGILE &LEAN SOFTWARE DEVELOPMENT

Lean Software Development 1

① Introduction to Agile

Traditional vs. Agile

Agile Manifesto & Principles

② Definition of Agile

Iterative & Incremental & Plan Do Check Act

Empower & Cross Functional Teams

Reliance on Automation

③ Agile Core Principles & Practices

④ Agile Software Development Lifecycle

A. Agile


6/30/2015 Lean Software Development 3

① Agile Manifesto & Principles Produce Value Early: highest priority is to satisfy the Customer through

early & continuous delivery of valuable software.

Welcome Change: welcome changing requirements, even late in development. Process harness change for the customer’s competitive advantage.

Iterative Delivery: Deliver working software frequently, every couple of weeks/months, with a preference to the shorter timescale.

Daily Business Collaboration: Business People and Developers must work together daily throughout the project.

Trust Motivated Team: build projects around motivated individuals. Give them the environment & support their need, and trust them to get the job done.

Face-to-Face Communication: most efficient & effective method of conveying information to and within development team is face-to-face conversation.

Working Software: working software is the primary measure of progress.

Sustainable Pace: Agile processes promote sustainable development. The Sponsors, Developers, Users should maintain a constant pace indefinitely.

Technical Excellent: continuous attention to technical excellence &good design enhances agility.

Keep It Simple: simplicity - the art of maximizing the amount of work not done - is essential.

Self-Organize: the best architectures, requirements, and designs emerge from self-organizing teams.

Reflect & Adjust: At regular intervals, the team reflects on how to become more effective, then tunes & adjusts its behavior accordingly.

The Agile Manifesto:

Individuals and Interactions over Processes and Tools

Working Software over Comprehensive Documentation

Customer Collaboration over Contract Negotiation

Responding to Change over following a Plan


② Definition of Agile – Iterative

Time

Analysis

Design

Coding

Testing

20% done(100% usable!)

Time

Analysis

Design

Coding

Testing

Do we have halfa solution yet?

Traditional Process Agile Process


② Waterfall Requires Perfect Vision

1 2 3 4 5

Waterfall calls for a fully formed idea up front.

And, doing it on time requires dead accurate estimation.


② Incremental - Agile Expects Vision Shift

1 2 3

A more iterative allows you to move from vague idea to realization making course corrections as you go … stop when diminishing returns are encountered!

4 5

… builds a rough version, validates it, then slowly builds up quality


② Short Iterations, Small Releases

PDCA PDCA for GAP Analysis


② Deming’s PDCA (Plan Do Check Act/Adjust)


② Empower & Cross Functional Teams


② Reliance on Automation

Build Scripts(Ant, Puppet, Bash,

PowerShell)

Version Control(SVN, CVS, GIT)

Build Integration(Jenkins, Maven)

Test 1(Automated Regression Tests)

Test 2(Manual & Migration Tests)

SandboxOn-Demand Pull

Nightly Pull

Automated Push

Manager

Developers

Tester

Compile/Tag SourceRun Unit TestsRun Functional TestsRun Test CoverageStatic Code AnalysisBuild Database

WatchesCommit Uses

Test

Informs

Stakeholder

Inspect


③ Agile Core Principles & Practices1. Early Delivery of Value through Iterations with Demos: the project should be

broken into a series of time-boxed, iterations that have a demo to show progress to all Stakeholders.

2. Continuous Involvement of the Customer: tradeoff is an important part of the process. Prioritize business value of work with Business & IT working collaboratively to balance risk.

3. Retrospectives: weekly team retrospective should be held to learn how to improve & enhance the project delivery efforts.

4. Communication: daily ‘Scrum’ should be held amongst team members to understand what has been accomplished, what will be accomplished & what roadblocks exist.

5. User Stories reflect Business Value & Priority: User Stories are managed in a backlog, prioritized by business value & releases are determined by the development velocity & what is deemed acceptable as a production release.

6. Acceptance Tests for all Requirements: Everyone owns ‘quality’. Standards, Test Automation, and key principles, such as Test Early / Test Often, are emphasized.

7. Sustainable Pace or Velocity: Team Members are involved in estimates & commitment dates.

8. High Visibility: Information on project status, progress and issues/risks should be maintained in real-time, web accessible tools.


④ Agile Software Development Lifecycle

Crystal

DSDM

XP

FDD

Agile RUP

Scrum

Concept Creation

Requirements Specification

Design Code Unit Test

Integration Test

System Test

Acceptance Test

System in Use

Adapted from Abrahamsson, P., Salo, O., Ronkainen, J., & Warsta, J. (2002). Agile Software Development Methods: Review and Analysis. VTT Publications 478. (pp. 95)

KEY: Project managementProcessPractices / activities / work products


① Traditional vs. Agile Project Management

Conventional projects take too long and often miss the mark

Lean (agile) methods link developers and users to hit the mark quickly:Extrinsic-Value & Intrinsic-Quality

Communication:

Frequent collaborationbetween Users & Programmers

Use simple design, common metaphors, application of patterns

Simplicity

Focus on the simplest solution

Don’t build more functionalitythan required

Refactor complexity

Feedback

Unit Tests for feedback from the System

Acceptance Testsfor feedback from Customer

The Planning Gamefor feedback from the Team

Courage

Refactor code to make future changes easier

Throw code away that is obsolete

Respect

Respect for others; self-respect

Adopting the other 4-values

Respect gained from others in Team6/30/2015 Lean Software Development 15

① 5 Core Principles of XP


① XP Practices

Fine-Scale Feedback

Pair Programming

Planning Game

Test-Driven Development

Whole Team

Continuous Process

Continuous Integration

Refactoring or Design Improving

Small Releases

Shared Understanding

Coding Standard

Collective Code

Ownership

Simple Design

System Metaphor

Programmer Welfare

Sustainable Pace

3 PrinciplesStart with what you

know

Agree to pursue incremental, evolutionary change

Respect current roles, responsibilities, and job titles

5 Core PracticesVisualize

Limiting Work-In-Progress

Manage Flow

Make management policy

Improve collaboratively using “safe to fail” experiments


① Lean Kanban

1. Lean for Software vs. Manufacturing

2. From Lean Manufacturing :

Aim for continuous flow (single-piece flow)

Watch your queues (pull production)

3. Pay to learn early in the project

4. Develop for Business Value once risks are down

5. Trim the Tail: choose to deliver by Value / Date

B. Why Agile / Lean in Software Development



① Lean for Software vs. Manufacturing

I wish they’d decidewhat stylethey want!

Users &Sponsors

Testers

BusinessAnalysts

I wish they’d decide what functions they want!

A decision

I wish they’d decideon the UI designalready!

I wish they’d think a bit more carefullybefore coding!

Programmers

Every line of code is a decision

UI Designers

Software development looks like manufacturing if the unit of inventory is the invalidated decision!


① Software Development has correction loops

Detaileddecisions aboutexternalappearance

Decisions about function and style

Detailed decisionsabout functionand data

Decisions about programstructure

Decisions about systemcorrectness

Users &Sponsors

UI Designers

ProgrammersTesters

BusinessAnalysts


② From Lean Manufacturing: aim for continuous flow

time

Testers100 lines of codeshow up for testing

# of design decisions

Decisions being validated or broken

How long this line of code/ screen / use case / decisionsits in the testing queue

Decisions arriving


② Kaizen - Continuous Improvement IEEE


② From Lean Manufacturing: watch your queues

Users & Sponsorsabsent

UI Designers

Business Analysts

some Programmers

Database Designers

Tester

EnoughUsers & Sponsors

UI Designer

A few Business Analysts

Lots of Programmers

Single, solitaryDatabase Designer

Many Business Analysts

Not enough Programmers Some

Testers

EnoughUsers & Sponsors


③ Waterfall is a late-learning strategy

Delivers nearly no knowledge(or risk reduction)

Knowledge comes atthe “moment of truth”: final integration.

time

cost

Growth of knowledge with big-bang integration


③ Agile pay to learn early in the project

Development sequence indifferent (with respect to knowledge)

Delivers knowledge(risk reduction)

time

cost

Growth of knowledge with early, continuous integration


④ Develop for Business Valueonce risks are down

time

Knowledge growing(risk reduction)

cost

Growth of business value

Business value growing


⑤ Trim the Tail: choose to deliver by Value or Date

Trim to deliver on-time (or early)

Delay to get moreor better

Lean Software Development History & Thinking Tools

C. Lean Software Development



7 Lean Principles

Lean

Eliminate Waste

Amplify Learning

Decide as Late as

Possible

Deliver as Fast as

Possible

Empower the Team

Build Integrity

In

See the Whole


① Eliminate Waste

Waste is anything that doesn’t add VALUE to a product

Value as Perceived by Customer

Many types of Waste to be avoided

Delivering Value

Deliver what the Customer wants immediately

Value Stream Mapping


① Eliminate Waste - Delivering Value Waste Description Example

Partially Done Work

Work started, but not complete; partially done work can entropy

• Untested / Undocumented Code• Specs waiting for development

Extra Processes Extra work that does not add value • Forgetting Decisions, re-trying Solution, un-utilize Knowledge

• Unnecessary approvals

Extra Features Features that are not required, or are thought as nice-to-haves

• Gold plating• Technology features

Task Switching Multi-tasking between several different projects when they are context-switching penalties

• People on multiple projects

Waiting Delays waiting for reviews & approvals

• Waiting for prototype reviews• Waiting for document approvals

Motion The effort required to communicate or move information or deliverables from 1 group to another; if teams are no co-located, this effort may need to be greater

• Distributed teams• Handoffs: passing/getting

information/work from someone

Defects Defective documents or software that need corrective

• Requirements defects• Software bugs


① Waste – Value Stream Mapping Before

Sales people

Marketing

Requirements’

sources

Entering reqs. to the

systemAnalysis

Management

Acceptance

Prioritization Release Planning

VAT: 1 hourVAT: 3 hour

VAT: 1 hour

VAT: 1 hour

VAT: 1 hour

NVAT: 5 days

NVAT: 3 days

NVAT: 4 days

NVAT: 2 days

VALUE ADDING TIME (VAT): 7 hours

NON-VALUE ADDING TIME (NVAT): 14 days Development process


① Waste – Value Stream Mapping Process

Three general steps (Abdulmalek and Rajkopal):

Choose a product target for improvement.

Draw a Current State Map of the process, then analyzing the system and identifying its Weaknesses.

Create a Future State Map, depicts how the system should look like when wastes have been removed.

Apply the technique of “Five Why’s” which aims to identify the root-cause behind the Weakness.

Value Stream Mapping follow the Continuous Improvement philosophy of Lean (Kaizen).


① Waste – Value Stream Mapping - After

Sales people

Marketing

Requirements’

sources

Entering reqs. to the

systemAnalysis

Management

Acceptance

Prioritization Release Planning

VAT: 1 hourVAT: 3 hour

VAT: 1 hour

VAT: 1 hour

VAT: 1 hour

NVAT: 3 days

NVAT: 2 days

NVAT: 3 days

NVAT: 2 days

VALUE ADDING TIME (VAT): 7 hours

NON-VALUE ADDING TIME (NVAT): 10 daysDevelopment process


② Amplify Learning

Development is an exercise in discovery

Adapt based upon empirical data, not assumption

Repeat steps until requirements are met

Expect & embrace mistakes then learn from them


③ Decide as Late as Possible

Expect uncertain & make decisions when uncertain is at a minimum

Avoid locking in decisions until the future is closer & easier to predict (with options-based approach)

Delay decisions are based on fact, not speculation, not on uncertain assumptions / predictions

Keeping design options open & adapting to context is more valuable than committing early


④ Deliver as Fast as Possible

Rapid Software Development has many advantages

Customers get what they need now

not the biggest that survives, but the fastest

Customers can delay determining what they want until they know more Just-In-Time in Iteration

Compressing the Value Stream eliminate waste

Self-Pulling system during a stand-up meeting


⑤ Empower the Team

No One understands the details better than the People doing the work.

Developers can let each other know when work needs to be done Work-Out technique

Use of “Pull” and “Local Signaling” mechanisms

Find good people & let them do their own job

Self-Organizing Teams are more empowered

Ownership of challenges, success or failure


⑥ Build Integrity In (Build Quality In)

A System has integrity when it gives the Customer exactly what they want.

Perceived Integrity is crucial

Understand problem domain & resolve same time

Conceptual Integrity is mandatory

Refactoring: simplicity, clarity, minimum amount

Integrity is the result of many processes working together effectively


⑦ See the Whole

Concentrate on the effort of the Team as a WHOLE rather than as a group of individuals.

Focus on Overall system performance

Think big, act small, fail fast; learn rapidly

Avoid tendency to maximize only specialized parts of overall system

Be wary of individual organization needs when using Contracts


More Info

Social Linked-In: vn.linkedin.com/in/nguyennhatthanh

Social Slideshare: www.slideshare.net/SmartBizVN

Personal Website: http://smartbiz.vn/sales/en

Show Cases: http://smartbiz.vn/sales/en/projects/

Email: [email protected]

Phone: (+84) 938 203080

http://vn.linkedin.com/in/nguyennhatthanh

http://www.slideshare.net/SmartBizVN

http://smartbiz.vn/sales/en

http://smartbiz.vn/sales/en/projects/

mailto:[email protected]

introduction to agile and lean software development

Leadership & Management