Agile principles

1. The Agile Manifesto

Figure 1. Le manifeste Agile (http://agilemanifesto.org/)

February 2001!

2. 17 authors

Famous ones:

Ward Cunningham (Wiki)
Kent Beck (XP, JUnit)
Ken Schwaber et Jeff Sutherland (Scrum)
Alistair Cockburn
Martin Fowler
…

3. The 12 principles

You will find an update version of the principles on Wikipedia:

https://en.wikipedia.org/wiki/Agile_software_development

Customer satisfaction by early and continuous delivery of valuable software
Welcome changing requirements, even in late development
Working software is delivered frequently (weeks rather than months)
Close, daily cooperation between business people and developers
Projects are built around motivated individuals, who should be trusted
Face-to-face conversation is the best form of communication (co-location)
Working software is the principal measure of progress
Sustainable development, able to maintain a constant pace
Continuous attention to technical excellence and good design
Simplicity - the art of maximizing the amount of work not done - is essential
Best architectures, requirements, and designs emerge from self-organizing teams
Regularly, the team reflects on how to become more effective, and adjusts accordingly

4. The agile values

General ideas that precede the principles.

From the manifesto itself:

Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan

Do not forget the quote that goes with:

while there is value in the items on the right, we value the items on the left more.

— http://agilemanifesto.org/

From the Agile MOOC:

New, reduced role for manager
No "Big Upfront" steps
Iterative development
Limited, negociated scope
Focus on quality, achieved through testing

5. The principles

Several types:

Organizational / Managerial
Technical

5.1. Good NON AGILE principles!

Process, procedure and methods
Insist on requirements and their quality

5.2. Organizational principles

Put the customer at the centre
Accept change
Let the team self-organize
Maintain a sustainable pace

5.3. More Organizational principles

Produce "minimalist" software
- Develop required features
- and only those
- develop only code and tests

YAGNI: You Ain’t Gonna Need It

5.4. More Organizational principles: the LEAN view

7 waste of software dev. (M. Poppendieck): - Overproduction: extra/unused features - Inventory: partially developed work not released - Extra processing: unused artifacts - Motion: seeking information - Defects: escaped defects not caugth by tests - Waiting - Transportation: handoffs

5.5. Technical principles

Develop iteratively
- Frequent working iterations
- Closed-window rule
Treat tests as a key resource
- All tests must pass (regression)
- Test first (TDD)
Express requirements through scenarios
- User stories

6. Roles

What happens to the manager?
Scrum Roles
- Product Owner
- SCRUM Master
- Team
Other roles

In Scrum ⇒ no manager!

6.1. The (self-organizing) Team

Specialists but no specific domain
Cross-functional: anyone able to take any task
Select the major goals for the iteration
Assign tasks
Demonstrate results

6.2. Product Owner

Interface with the Customer
Defines the product features
Prioritizes features
Allows release presentation

6.3. Scrum master

makes sure that the team properly applies the methodology
ensures that the team is functional
enables cooperation
protect the team
helping remove impediments

7. Practices

Plannings & management
Meetings & Scrums
Development & releases
Retrospectives
Tests

7.1. Plannings & managements

Planning poker
Scrum of Scrums
Storyboards

7.2. Meetings

Daily meetings
- Morning
- "Stand-up" (<15')
- Everybody participate
- Commitments/Impediments
Planning meetings
- Sprint Backlog
Retrospective meeetings
- What went right?
- What could be improved?
Review meetings
- Customers involved