AGILE METHODS AND OTHER FAIRY TALES David Longstreet - - PowerPoint PPT Presentation

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AGILE METHODS AND OTHER FAIRY TALES David Longstreet - - PowerPoint PPT Presentation

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AGILE METHODS AND OTHER FAIRY TALES David Longstreet www.SoftwareMetrics.Com David@SoftwareMetrics.Com 816.739.4058 Sources http://agilemanifesto.org/ http://www.martinfowler.com/ Once Upon A Time... IT Causes Most of Its Own Problems

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AGILE METHODS AND OTHER FAIRY TALES

David Longstreet www.SoftwareMetrics.Com David@SoftwareMetrics.Com 816.739.4058

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Sources

http://agilemanifesto.org/ http://www.martinfowler.com/

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Once Upon A Time...

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IT Causes Most of It’s Own Problems

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Ignaz Semmelweis

Medicine “is complex” Medicine “is unpredictable” Every patient is different “Even if he is right, it is too much work to wash hands between patients, don’t have time.”

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Agile Quotes

Software development is “too complex” Software development is “unpredictable” Software development is “intellectually intensive” Takes too much time to gather requirements upfront.

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SoftwareMetrics.Com/Agile

  • Nearly 3 Million Frequent Flyer Miles
  • Consulted on every continent except Antarctica
  • Presented papers at conferences in USA, Europe, Middle

East, Asia and Africa

Software Economist

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Background

9 09 10 0A 11 0B 12 0C .... 16 10

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Cities

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Clients

Clients include Banking & Finance, Aerospace, Retailers, Animal Food, Telephony, Consulting Companies, Medical Research, Defense Contractors, Automotive, Universities, Government Agencies and

  • thers

Some clients: MasterCard, IRS, US Courts, Amadeus, Ralston Purina, Lockheed, DOD, T ransamerica, Agfa, DirecTV , Biologic, Accenture, Motorola, Nissan,

  • thers…
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Academic

Academy Of Management Referee Journal Articles Research Adjunct Professor MBA & Graduate Psychology Industrial Organization Psychology Statistics Quantitative Analysis eCommerce

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RAD Iterative Agile

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Agile

Conventional wisdom repackaged T reating of symptoms not solving the problem

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AGILE MISTAKES

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Agile Mixes Terms

Empirical Modeling Empirical Theory Empirical Process Empirical Control

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Pink V elvet Soft Serenade

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Empirical Process

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Red Paint

Specified Tolerance Levels

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Empirical Process Control

Inputs vary within a specified range and are automatically adjusted. Outputs are defined to exact specifications

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Empirical Modeling

A method to develop a theory based upon actual

  • bservation (data).

Is based only on data and is used to predict, not explain, a system. Not a method to build products.

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Origin of Waterfall Methodologies

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1836

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Engineers Designers Architects Carpenters Plumbers Electricians Painters

Professionals Craftsmen

General Contractor

Financiers Masons

Programming

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Skilled Seamstress Semi-Skilled Craftsmen Designer Unskilled

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Specialization

All disciplines, as they mature, move from generalist to specialist. W aterfall development is the natural result of specialization. Specialization moves industries forward. Specialization drives better communication.

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Specialization

Law Medicine Architecture Physics Dentistry Specialists have higher incomes than generalists.

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“REQUIREMENTS RAIN”

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Agile Mistake

Unpredictability of Requirements “Predictability is Impossible” - Martin Folwer. Can’t Predict = Can’t Estimate

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Changing Requirements

Agile....“ Allows teams to develop software in the face of vague and rapidly changing requirements.” What causes requirements to be incomplete?

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Characteristics of Growth

Changed Expanded Missed New

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50 100 150 200 250 300 Requirements Analysis Code Test

% Growth

Growth Rates

W aterfall/T raditional

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25 50 75 100 Start 1/3 2/3 3/3

% of Project

Iterative

Growth Rates

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50 100 150 200 250 300 Requirements Analysis Code Test 25 50 75 100 Start 1/3 2/3 3/3

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Growth Comparison

Most growth comes at the end of the project. Majority of requirements are discovered at the end of a project. What are the reasons requirements were not discovered earlier?

W aterfall & Agile

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Dollars Per FP by Phase

Dollars Holding Quality Constant

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Mean Best In Class W

  • rst In Class

Productivity Comparison: Hrs/FP less than 7 more than 65 26 to 45

Industry Wide Data

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Best In Class Companies

Percent time by major phase

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W

  • rst In Class Companies

Percent time by major phase

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W

  • rst In Class

Best In Class

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PAIR PROGRAMING

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Please step away from the code!

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AGILE FAILS MATH

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Mathematical Proof

A B A

＞

B + +

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Mathematical

set theory

A + B + C + (A ∩ B) + (A ∩ C) + (B ∩ C) > A + B + C

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BUSINESS DOMAIN

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Agile Quotes

Agile sofuware development starts when the programming starts. What happens before that may be incredibly important, but it’s not Agile sofuware development. It’s eXtreme Programming, which implies writing sofuware, to me. eXtreme Helping The Customer Figure Out What They W ant is something else. I think it’s fair to say that customer practices are not addressed in Agile methods.

Helping The Customer Figure Out What They W

ant

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The core business is at one table and IT is at the kids table.

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Business Domain Knowledge

T rade publications T rade shows & conferences Spend time with your customer Study your competition!

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Business Partner

If you do not know about the business, then how do you know what should be in a release or not in a release? Why should you be a “business partner” if you do not know or care about the business?

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REQUIREMENTS AGILE TRIAL & ERROR

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Industrial Designer

“Y

  • ur customer lacks the vocabulary to

explain what is wrong and especiay what is missing.” Changed Expanded Missed New

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A Logical Question

If your customers cannot articulate what they want and especially what is missing, then how should the requirements process work?

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The Worst Ways

Sitting in a conference room with your “customers” and asking, “What do you want?” W aiting for customers to articulate what they want Using a client liaison to articulate what customers want What type of employee is sent to work with IT?

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Waterfall v. Agile

Real difference is what is the best method to conduct analysis & requirements gathering? Agile T rial and Error (code/test) W aterfall Structured Analysis Agile not enough time to do it up front, but enough time to do it over and over and over and over, and...

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Requirements Rain, Agile

Customer problem not understood Solution becomes trial and error process Functionality is added in hopes of solving customer problem

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Root Causes of Failure to Communicate Requirements

Lack of design knowledge Inability to elicit requirements Poor business domain knowledge Inconsistently written documentation

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Right Size

What is the right size for the given budget & timeline? How much functionality is the organization capable of delivering per unit of time? It is pointless to develop 5,000 function points worth

  • f requirements if your organization is capable of

delivering 1,000 in the alloted budget & timeframe.

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  • 8

IT Communication Skills

+10

  • 10

Written

  • 7

+10

  • 10

V erbal

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Technical Skills

7 +10

  • 10

Coding

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Myers-Briggs

Personality Assessment

INTP - Software Developers

Introverted Thinking Aided By Intuition

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Industrial Designers

IDSA.org

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It’s not Agile it is Ad-Hoc

I just thought of something

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Data: Bureau of Labor Statistics, 3Q 1996 to 3Q1997

Job Growth in Software Development

Thousands of Jobs

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Blacksmith

Rapid employment growth from 1850 to 1915 Employment peaked in 1915 at 250,000 Obsolete by 1950

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15000 30000 45000 60000

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007

Computer Science Bachelor Degrees Source: Department of Education

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375 750 1125 1500 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 PhD.’s Computer Science Non Resident USA

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Summary

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Classic

Agile is the classic example of treating symptoms in lieu of solving the problem. Reacting v. W ashing Hands

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V ersus

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Testimonials

Within 17 weeks I lost 69 pounds. Our wedding photos were just incredible Doubts? Visit W eight Loss Institute

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Summary

A lot of industries are more complex than software! As industries mature they specialize and waterfall is a natural result of specialization. Programming is becoming craft not a profession. Learning about the business helps solve the requirements problem.

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History

Those who can not learn from history are doomed to repeat it. - George Santayana History may not repeat, but it sure does rhythm a lot - Mark Twain. Y

  • u got to change your evil ways, baby - Carlos

Santana Software development is like every industry that has gone before.

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Agile

Wrong about empirical modeling Wrong about waterfall Wrong about pair programming Wrong requirements gathering Wrong about the future of software development

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AGILE METHODS AND OTHER FAIRY TALES

David Longstreet www.SoftwareMetrics.Com David@SoftwareMetrics.Com 816.739.4058