Chapter 5

 Agile Development
Slide Set to accompany
Software Engineering: A Practitioner’s
Approach, 8/e
by Roger S. Pressman and Bruce R. Maxim

Slides copyright © 1996, 2001, 2005, 2009, 2014 by Roger S. Pressman

For non-profit educational use only

May be reproduced ONLY for student use at the university level when used in conjunction
with Software Engineering: A Practitioner's Approach, 8/e. Any other reproduction or use is
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All copyright information MUST appear if these slides are posted on a website for student
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These slides are designed to accompany Software Engineering: A

Practitioner’s Approach, 8/e (McGraw-Hill, 2014) Slides copyright 2014 by
Roger Pressman. 1
The Manifesto for
Agile Software
Development
“We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
•Individuals and interactions over processes
and tools
•Working software over comprehensive
documentation
•Customer collaboration over contract
negotiation
•Responding to change over following a plan
That is, while there is value in the items on the
right, we value the items on the left more.”
Kent Beck et al

These slides are designed to accompany Software Engineering: A

Practitioner’s Approach, 8/e (McGraw-Hill, 2014) Slides copyright 2014 by
Roger Pressman. 2
 What is it?
 Agile software engineering combines a philosophy and
a set of development guidelines.
 The philosophy encourages customer satisfaction and
early incremental delivery of software; small, highly
motivated project teams; informal methods; minimal
software engineering work products; and overall
development simplicity.

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 Who do it?
 Software engineers and other project stakeholders
(managers, customers, end users) work together on
an agile team—a team that is self-organizing and in
control of its own destiny.
 An agile team fosters communication and
collaboration among all who serve on it.

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 Why is it important?
 The modern business environment that spawns
computer-based systems and software products is
fast-paced and ever-changing.
 Agile software engineering represents a reasonable
alternative to conventional software engineering for
certain classes of software and certain types of
software projects.
 It has been demonstrated to deliver successful
systems quickly.

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What are the steps?
 Agile development might best be termed
“software engineering lite.”
 The basic framework activities—
communication, planning, modeling,
construction, and deployment—remain.
 But they morph into a minimal task set that
pushes the project team toward construction and
delivery

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What are the work
product?
 Both the customer and the software engineer
have the same view—the only really important
work product is an operational “software
increment” that is delivered to the customer on
the appropriate commitment date.

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What is
“Agility”?
 Effective (rapid and adaptive) response
to change
 Effective communication among all
stakeholders
 Drawing the customer onto the team
 Organizing a team so that it is in control
of the work performed
Yielding …
 Rapid, incremental delivery of software

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Agility and the Cost of
Change

9
An Agile Process
 Is driven by customer descriptions of what
is required (scenarios)
 Recognizes that plans are short-lived
 Develops software iteratively with a heavy
emphasis on construction activities
 Delivers multiple ‘software increments’
 Adapts as changes occur

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 Agility Principles - I
1. Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software.
2. Welcome changing requirements, even late in development.
Agile processes harness change for the customer's competitive
advantage.
3. Deliver working software frequently, from a couple of weeks to a
couple of months, with a preference to the shorter timescale.
4. Business people and developers must work together daily
throughout the project.
5. Build projects around motivated individuals. Give them the
environment and support they need, and trust them to get the job
done.
6. The most efficient and effective method of conveying information
to and within a development team is face–to–face conversation.
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 Agility Principles - II
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The
sponsors, developers, and users should be able to maintain a
constant pace indefinitely.
9. Continuous attention to technical excellence and good design
enhances agility.
10. Simplicity – the art of maximizing the amount of work not done
– is essential.
11. The best architectures, requirements, and designs emerge from
self–organizing teams.
12. At regular intervals, the team reflects on how to become more
effective, then tunes and adjusts its behavior accordingly.

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Human Factors
 the process molds to the needs of the people and
team, not the other way around
 key traits must exist among the people on an
agile team and the team itself:
 Competence.
 Common focus.
 Collaboration.
 Decision-making ability.
 Fuzzy problem-solving ability.
 Mutual trust and respect.
 Self-organization.

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Extreme Programming (XP)
 The most widely used agile process,
originally proposed by Kent Beck
 XP Planning
 Begins with the creation of “user stories”
 Agile team assesses each story and
assigns a cost
 Stories are grouped to for a deliverable
increment
 A commitment is made on delivery date
 After the first increment “project velocity”
is used to help define subsequent delivery
dates for other increments
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 Extreme Programming
(XP)
 Listening leads to the creation of a set of “ stories ” (also called user
stories ) that describe required output, features, and functionality for
software to be built.
 Each story is written by the customer and is placed on an index card.
 The customer assigns a value (i.e., a priority) to the story based on the
overall business value of the feature or function.
 Members of the XP team then assess each story and assign a cost —
measured in development weeks—to it.
 If the story is estimated to require more than three development weeks,
the customer is asked to split the story into smaller stories and the
assignment of value and cost occurs again.
 It is important to note that new stories can be written at any time.
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 Extreme Programming
(XP)
 XP Design
 Follows the KIS(Keep it simple) principle
 Encourage the use of CRC cards (class-responsibility-
collaborator)
 For difficult design problems, suggests the creation of “spike
solutions”—a design prototype
 Encourages “refactoring”—an iterative refinement of the
internal program design
 XP Coding
 Recommends the construction of a unit test for a store before
coding commences
 Encourages “pair programming”
 XP Testing
 All unit tests are executed daily
 “Acceptance tests” are defined by the customer and executed
to assess customer visible functionality
 Extreme Programming (XP)
s p ike s o lut io ns
s im p le d e s ig n
p ro t o t y p e s
CRC c ard s
us e r s t o rie s
v alue s
ac c e p t anc e t e s t c rit e ria
it e ra t io n p la n

re fa c t o ring

p a ir
p ro g ra m m ing

Re le a s e
s o f t w a r e in cr e m e n t unit t e s t
p ro je ct v e lo cit y co m p u t e d c o nt inuo us int e g ra t io n
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a c c e p t a nc e t e s t ing
Scrum
 Scrum—distinguishing features
 Development work is partitioned into
“packets”
 Testing and documentation are on-going as
the product is constructed
 Work occurs in “sprints” and is derived
from a “backlog” of existing requirements
 Meetings are very short and sometimes
conducted without chairs
 “demos” are delivered to the customer with
the time-box allocated
 Scru
m

Scru m Pro ce s s Flo w (u s e d w it h p e rm is s io n )