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Software Engineering Process I. SE-2800-03. Ch. 3: Agile Principles. (from course textbook). Topic: why agile? Ch. 3: Issues with plan-driven But why would anyone use plan-driven development?. The case for plan-driven development. A380 >5000 ft 2 floor space up to 853 passengers - PowerPoint PPT Presentation
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Copyright © 2012-2014 by Mark J. Sebern
Software Engineering
Process ISE-2800-03
Copyright © 2012-2014 by Mark J. Sebern
Ch. 3: Agile Principles
• Topic: why agile?• Ch. 3: Issues with plan-driven• But why would anyone use plan-
driven development?
(from course textbook)
Copyright © 2012-2014 by Mark J. Sebern
The case for plan-driven development
• A380• >5000 ft2 floor space• up to 853 passengers• One plane: €3e8, or about $4e8.
• Inertial reference system: where plane is at, where it’s headed, at what speed• Gimbals, GPS, pressure/temp sensors
• 30 people for verification alone, millions of $• Also have flight control, communications,
etc.• Some planning may be helpful!
Copyright © 2012-2014 by Mark J. Sebern
Agile Principles• Variability and uncertainty• Prediction and adaptation• Validated learning• Work in progress• Progress• Performance
Pair exercise
For your assigned topic,•What does it mean?•Does it make sense to you?•Prepare brief summary
Copyright © 2012-2014 by Mark J. Sebern
Variability & Uncertainty• Embrace helpful variability to
create innovative solutions• Employ iterative and incremental
development• Leverage variability through
inspection, adaptation, and transparency
• Reduce all forms (ends, means) of uncertainty simultaneously
Copyright © 2012-2014 by Mark J. Sebern
Prediction & Adaptation• Keep options open
• Accept that you can't get it right up front
• Favor an adaptive, exploratory approach
• Embrace change in an economically sensible way
• Balance predictive up-front work with adaptive just-in-time work
Copyright © 2012-2014 by Mark J. Sebern
Validated Learning• Validate important assumptions
fast• Leverage multiple concurrent learning loops
• Organize workflow for fast feedback
Assume
Build
FeedbackInspect
Adapt
Copyright © 2012-2014 by Mark J. Sebern
Work in Progress• Use economically sensible batch
sizes• Recognize inventory and manage
it for good flow• Focus on idle work, not idle
workers• Consider cost of delay
Copyright © 2012-2014 by Mark J. Sebern
Progress
• Adapt to real-time information and replan
• Measure progress by validating working assets
• Focus on value-centric delivery
Copyright © 2012-2014 by Mark J. Sebern
Performance
• Go fast but never hurry• Build in quality• Employ minimally sufficient
ceremony
Copyright © 2012-2014 by Mark J. Sebern
What is the goal of this chapter?
• What is the challenge to the engineer who wants to start using Scrum?
• Variability, uncertainty: a new way to process the unknown
• Prediction, adaption: adaption > prediction• Validated learning: allow knowledge gained
to drive process• Work in progress: radical thoughts on how to
get work done• Progress: how to measure• Performance: focus on decreasing useless
work
Copyright © 2012-2014 by Mark J. Sebern
Review
• The case for the waterfall/predictive models• Advantages of agile• Principles behind scrum• Next: sprints