tagged by: agile
by Diana Larsen and James Shore
Agile methods are solidly in the mainstream, but that popularity hasn't been without its problems. Organizational leaders are complaining that they're not getting the benefits from Agile they expected. This article presents a model of Agile fluency that will help you achieve Agile's benefits. Fluency evolves through four distinct stages, each with its own benefits, costs of adoption, and key metrics.
8 August 2012
In the past few years there's been a blossoming of a new style of software methodology - referred to as agile methods. Alternatively characterized as an antidote to bureaucracy or a license to hack they've stirred up interest all over the software landscape. In this essay I explore the reasons for agile methods, focusing not so much on their weight but on their adaptive nature and their people-first orientation.
13 December 2005
10 years after we wrote the agile manifesto, we authors were invited to a special event during the Agile 2011 conference to celebrate the anniversary. Fifteen of the seventeen authors came along and we ran a park bench panel answering questions and comments from the audience. I think we were all surprised by how good it was to meet again and how easily we fell back into a comfortable collaboration and discussion. Our discussion included some background to the writing of the manifesto, looking at things over the last decade that we were pleased and unhappy with, future developments in agile, and the relationship between agile and lean.
8 August 2011
by Pramod Sadalage and Martin Fowler
Over the last few years we've developed a number of techniques that allow a database design to evolve as an application develops. This is a very important capability for agile methodologies. The techniques rely on applying continuous integration and automated refactoring to database development, together with a close collaboration between DBAs and application developers. The techniques work in both pre-production and released systems.
Paulo Caroli and Martin Fowler
Interview with Paulo Caroli and me at Agile Brazil
by Jason Yip
Daily stand-up meetings have become a common ritual of many teams, especially in Agile software development. However, there are many subtle details that distinguish effective stand-ups and a waste of time.
29 August 2011
Dan North and Martin Fowler
A keynote for QCon 2007 that I did with my colleague Dan North. We both see the gap between developers and their customers/users as the biggest problem in software development. (We'd call it a chasm, but that word is so overused.) Here we talk about this gap, why it's important, and what we need to do to cross it. In particular we argue that the traditional role of an intermediary Business Analyst acts as a ferry, while what we really need is a bridge that enables directly contact between developers and their customers (and analysts can build and maintain that bridge). This is one of my favorite joint keynotes, both because I think the topic is so important, and because Dan is such stimulating co-speaker.
For the last four years ThoughtWorks has operated a lab in Bangalore India to support our software development projects in North America and Europe. Traditional approaches to offshore development are based on plan-driven methodologies, but we are very firmly in the agile camp. Here I discuss our experiences and lessons learned in doing offshore agile development. So far we've discovered that we can make it work, although the benefits are still open to debate. (Although this article was last updated in 2006, I our visited our offshore work in 2011 and found the lessons to still be relevant and thus the article did not need a further significant revision.)
18 July 2006
Last week I attended the Agile 2010 conference in Orlando. Agile 20xx is the major US agile-oriented conference whose roots go back to XP Universe and the Agile Development Conference. I've not been a regular attender of the main agile conferences, but I did go last year as well. Rather than make an attempt at a consolidated description, here are a few scattered impressions.
16 August 2010
Certification programs are common in the software industry, yet most capable developers I know have very little regard for them. The general view is that certification has little correlation with competence. This is compounded in the agile community with certification's association with the CMM - which is historically anything but agile.
30 April 2004
According to the current board of the Agile Alliance, agile methods have "crossed the chasm" , which I think means they are becoming more widespread. While this has its advantages, it also brings problems. As a methodology or design approach becomes fashionable, then we see a lot people using it, or teaching it, who are focusing on the fashion rather than the real details. This can lead to reports of things done in agile's name which are a polar opposite to the principles of movement's founders.
2 October 2006
This question is one I've run into a few times recently. It's not a question I can answer quickly as the question is based on a false premise about the relationship between lean and agile. So first I need to go into some history to help explain that relationship.
26 June 2008
One of the common elements of agile methods is that they raise programming to a central role in software development - one much greater than the software engineering community usually does. Part of this is classifying the code as a major, if not the primary documentation of a software system.
22 March 2005
Dan North's recent blog post on software craftsmanship has unleashed a lot of blog discussions (which I summarize below, if you're interested). There's a lot in there, but one of his themes particularly resonated with me, hence this post.
19 January 2011
A few years ago I was talking with a client who told me something he didn't like about the agile approach we were using: "it's doesn't feel right to have these difficulties this early in the project". Contrary to his reaction, in my mind this early pain is one of the great benefits of an agile or indeed any iterative development process.
4 November 2008
Many people belive that you can't do a fixed price contract in an agile project. Since the whole point of an agile process is that you cannot predict the future, this isn't an unreasonable supposition. However this doesn't mean you can't come up with a fixed price agile contract, what it really means is that you can't come up with a fixed scope contract.
29 July 2003
There's a mess I've heard about with quite a few projects recently. It works out like this:
- They want to use an agile process, and pick Scrum
- They adopt the Scrum practices, and maybe even the principles
- After a while progress is slow because the code base is a mess
29 January 2009
I've often heard the claim that agile methods can only be used by the better developers and that average or below average developers should avoid agile methods. When I get asked this, I have to answer that I don't know the answer - and that this ignorance is natural with any new technique.
4 April 2004
A bunch of common misconceptions about pair-programming.
31 October 2006
All agile methods stress the importance of direct interaction between the developers of a system and customers who are its eventual beneficiaries. The agile manifesto said "Business people and developers must work together daily throughout the project", which is there to stress the high frequency of interaction. Extreme Programming stresses this through its practice of OnsiteCustomer.
15 August 2003
I often run into a complaint that agile methods don't have a rigorous definition. The complainer may talk about how this means that you can't tell if a particular team is using an agile method or not. They may also say that this makes it hard to teach people how to do agile methods - what's the curriculum?
To some degree I do feel the pain of this complaint - but I accept there is no cure. This lack of rigorousness is part of the defining nature of agile methods, part of its core philosophy.
29 May 2005
From time to time people question whether a particular specialty can be used incremental way: "You can't do (security | user interface design | databases | internationalization | * ) with an agile project because this aspect has to be done up front."
5 January 2005
User Stories are chunks of desired behavior of a software system. They are widely used in agile software approaches to divide up a large amount of functionality into smaller pieces for planning purposes. You also hear the same concept referred to as a feature, but the term "story" or "user story" has become prevalent in agile circles these days.
22 April 2013
A group of seventeen people got together in Snowbird, UT in February 2001 to talk about new styles of lightweight methods. One result of this is coining the word agile to represent a new breed of agile processes for software development. We also put together a Manifesto for Agile Software Development which describes the values and principles of these agile methods. Jim Highsmith and I wrote this article for Software Development magazine to further explain the manifesto.
For many that come briefly into contact with Extreme Programming, it seems that XP calls for the death of software design. Not just is much design activity ridiculed as "Big Up Front Design", but such design techniques as the UML, flexible frameworks, and even patterns are de-emphasized or downright ignored. In fact XP involves a lot of design, but does it in a different way than established software processes. XP has rejuvenated the notion of evolutionary design with practices that allow evolution to become a viable design strategy. It also provides new challenges and skills as designers need to learn how to do a simple design, how to use refactoring to keep a design clean, and how to use patterns in an evolutionary style.
Neal Ford and Martin Fowler
Neal Ford and I gave a talk at USI in Paris (2010) on some aspects of why agile works (as opposed to how). This probes at some of the core forces that makes agile effective, rather than looking at techniques. In particular we look at role of communication and feedback and how they interplay in agile environments.
Why we need methods that assume software should be soft and open to change.
Continuous Integration is a software development practice where members of a team integrate their work frequently, usually each person integrates at least daily - leading to multiple integrations per day. Each integration is verified by an automated build (including test) to detect integration errors as quickly as possible. Many teams find that this approach leads to significantly reduced integration problems and allows a team to develop cohesive software more rapidly. This article is a quick overview of Continuous Integration summarizing the technique and its current usage.
1 May 2006
SD Times interview on 10 years since the agile manifesto
3 May 2011
In February 2001 a group of seventeen software pundits got together in Snowbird UT to discuss the growing field of what used to be called lightweight methods. We decide to use the term agile to describe this new breed of agile methods. We also wrote the Manifesto for Agile Software Development , setting out the values and principles of these agile processes. I was one of these self-elected visionaries and have since come across many questions about this group's origins and the subsequent founding of the agile alliance. This is my recollection of those events.
9 July 2006
When I went to Snowbird in 2001 for the meeting that led to the Manifesto, Jim interviewed me for a book he was working on. It provides a snapshot on my thinking on extreme programming and this thing that a few days later we called agile software development.
Scattered impressions from my recent trip to Australia for the Agile Australia conference.
27 September 2010
One of the most common questions I see about agile projects is how they deal with handover to another team. If you have a development team that leaves and hands over support to a support team, how do they cope when agile projects tend to produce much less documentation than plan-driven processes?
28 May 2004
The meeting at Snowbird Utah in 2001 that decided to use the word 'Agile' and began the 'Manifesto for Agile Software Development'.
C3 was the short name of the Chrysler Comprehensive Compensation project, a payroll project at Chrysler which has since become famous as the 'birth project' of Extreme Programming.
3 August 2004
Here's a common misconception about agile methods. It centers on the way user stories are created and flow through the development activity. The misconception is that the product owner (or business analysts) creates user stories and then put them in front of developers to implement. The notion is that this is a flow from product owner to development, with the product owner responsible for determining what needs to be done and the developers how to do it.
4 February 2010
When someone is looking at what makes up a top-class enterprise software developer, often the conversation may turn to knowledge of frameworks and languages, or perhaps the ability to understand complicated algorithms and data structures. For me, one of the most important traits in a programmer, or indeed in a development team, is something that I'll call Customer Affinity. This is the interest and closeness that the developers have in the business problem that the software is addressing, and in the people who live in that business world.
28 July 2006
A common, perhaps dominant, practice of agile methods is to develop a list of features (often called stories) for the software that's being built. These features are tracked with index cards, work queues, burndown charts, backlogs, or whatever your tool of choice is.
2 November 2006
Many companies like the idea of writing a contract that fixes scope and price because they think it lowers their risk. The mirage says that their financial obligation is fixed at the price of the deal. If they don't get satisfactory software, then it won't cost them.
30 September 2004
One of my favorite soundbites is: if it hurts, do it more often. It has the happy property of seeming nonsensical on the surface, but yielding some valuable meaning when you dig deeper
28 July 2011
A common question is whether large projects can be done with agile techniques. After all many agile approaches are designed for smaller projects and the heavyweight ideas that they resist are more needed on bigger projects.
10 May 2003
One of the most difficult things for many people to understand about agile methods is the people orientation of agile. Those who are interested in agile processes all agree that process is a second-order effect on project success. The first value of the agile manifesto is that Individuals and Interactions are more valuable than Process and Tools.
12 January 2004
The Retrospective Prime Directive is an important part of retrospective practice, and has been in integral part of retrospective thinking since Norm Kerth first launched the practice. Recently I read Pat Kua's new Retrospective Handbook, which is based on the extensive experience with retros that Pat has had as a tech lead at ThoughtWorks. I find Pat's advice for the Prime Directive revolting, yet have to say he's almost certainly correct.
23 October 2012
For nth, and I'm sure not last time, I'm sliding into a conversation about defining practices, labeling some of them as "best", and probably the C-word (certification). It's a familiar discussion, and although we've barely started it, I can predict much of where it will go. It's driven by a perfectly reasonable desire to identify who are the better software developers, and how existing developers can improve their abilities.
12 April 2008
A common thing you find in agile projects is that the development team sits in a single open team room. It was advocated early on in Extreme Programming and called out as one of primary practices in the second edition. Agilists favor a open team room as it promotes lots of informal and deep communication between people on the team.
14 June 2010