Agile Software Development

Dasar Pengembangan Sistem Informasi

Fajar Pradana S.ST., M.Eng
Topics covered
• Agile methods
• Plan-driven and agile development
• Extreme programming
• Agile project management
• Scaling agile methods
Rapid software development
• Rapid development and delivery is now often the most important
requirement for software systems
 Businesses operate in a fast –changing requirement and it is
practically impossible to produce a set of stable software
requirements
 Software has to evolve quickly to reflect changing business needs.
• Rapid software development
 Specification, design and implementation are inter-leaved
 System is developed as a series of versions with stakeholders
involved in version evaluation
 User interfaces are often developed using an IDE and graphical
toolset.
Agile methods
• Dissatisfaction with the overheads involved in software design
methods of the 1980s and 1990s led to the creation of agile
methods. These methods:
 Focus on the code rather than the design
 Are based on an iterative approach to software development
 Are intended to deliver working software quickly and evolve this
quickly to meet changing requirements.
• The aim of agile methods is to reduce overheads in the software
process (e.g. by limiting documentation) and to be able to respond
quickly to changing requirements without excessive rework.
Agile Method Applicability
• Product development where a software company is developing a
small or medium-sized product for sale.
• Custom system development within an organization, where there
is a clear commitment from the customer to become involved
in the development process and where there are not a lot of
external rules and regulations that affect the software.
• Because of their focus on small, tightly-integrated teams, there
are problems in scaling agile methods to large systems.
Problems with agile methods
• It can be difficult to keep the interest of customers who are
involved in the process.
• Team members may be unsuited to the intense involvement that
characterises agile methods.
• Prioritising changes can be difficult where there are multiple
stakeholders.
• Maintaining simplicity requires extra work.
• Contracts may be a problem as with other approaches to iterative
development.
Agile methods and software maintenance

• Most organizations spend more on maintaining existing software

than they do on new software development. So, if agile methods
are to be successful, they have to support maintenance as well as
original development.
• Two key issues:
 Are systems that are developed using an agile approach
maintainable, given the emphasis in the development process of
minimizing formal documentation?
 Can agile methods be used effectively for evolving a system in
response to customer change requests?
• Problems may arise if original development team cannot be
maintained.
Plan-driven vs Agile Development
• Plan-driven development
 A plan-driven approach to software engineering is based around
separate development stages with the outputs to be produced at
each of these stages planned in advance.
 Not necessarily waterfall model – plan-driven, incremental
development is possible
 Iteration occurs within activities.
• Agile development
 Specification, design, implementation and testing are inter-leaved
and the outputs from the development process are decided through
a process of negotiation during the software development process.
Plan-driven and agile specification
Extreme Programming
Extreme Programming
• Perhaps the best-known and most widely used agile method.
• Extreme Programming (XP) takes an ‘extreme’ approach to
iterative development.
 New versions may be built several times per day;
 Increments are delivered to customers every 2 weeks;
 All tests must be run for every build and the build is only accepted if
tests run successfully.
XP and agile principles
• Incremental development is supported through small, frequent
system releases.
• Customer involvement means full-time customer engagement with
the team.
• People not process through pair programming, collective
ownership and a process that avoids long working hours.
• Change supported through regular system releases.
• Maintaining simplicity through constant refactoring of code.
The extreme programming release cycle
Key points
• Agile methods are incremental development methods that focus
on rapid development, frequent releases of the software, reducing
process overheads and producing high-quality code.
• They involve the customer directly in the development process.
• The decision on whether to use an agile or a plan-driven approach
to development should depend on:
 type of software being developed,
 the capabilities of the development team, and
 the culture of the company developing the system.
Key points
• Extreme programming is a well-known agile method that
integrates a range of good programming practices
 frequent releases of the software,
 continuous software improvement, and
 customer participation in the development team.
Testing in XP
• Testing is central to XP and XP has developed an approach where
the program is tested after every change has been made.
• XP testing features:
 Test-first development.
 Incremental test development from scenarios.
 User involvement in test development and validation.
 Automated test harnesses are used to run all component tests each
time that a new release is built.
Test-first development
• Writing tests before code clarifies the requirements to be
implemented.
• Tests are written as programs rather than data so that they can be
executed automatically. The test includes a check that it has
executed correctly.
 Usually relies on a testing framework such as Junit.
• All previous and new tests are run automatically when new
functionality is added, thus checking that the new functionality has
not introduced errors.
Customer involvement
• The role of the customer in the testing process is to help develop
acceptance tests for the stories that are to be implemented in the
next release of the system.
• The customer who is part of the team writes tests as development
proceeds.
• All new code is therefore validated to ensure that it is what the
customer needs.
Drawbacks
• However, people adopting the customer role have limited time
available and so cannot work full-time with the development team.
• They may feel that providing the requirements was enough of a
contribution and so may be reluctant to get involved in the testing
process.
Pair Programming in XP
Pair Programming in XP
• In XP, programmers work in pairs, sitting together to develop
code.
• This helps develop common ownership of code and spreads
knowledge across the team.
• It serves as an informal review process as each line of code is
looked at by more than 1 person.
• It encourages refactoring as the whole team can benefit from this.
• Measurements suggest that development productivity with pair
programming is similar to that of two people working
independently.
Pair programming
• In pair programming, programmers sit together at the same
workstation to develop the software.
• Pairs are created dynamically so that all team members work with
each other during the development process.
• The sharing of knowledge that happens during pair programming
is very important as it reduces the overall risks to a project when
team members leave.
• Pair programming is not necessarily inefficient and there is
evidence that a pair working together is more efficient than 2
programmers working separately.
Advantages of pair programming
• It supports the idea of collective ownership and responsibility for
the system.
 Individuals are not held responsible for problems with the code.
Instead, the team has collective responsibility for resolving these
problems.
• It acts as an informal review process because each line of code is
looked at by at least two people.
• It helps support refactoring, which is a process of software
improvement.
 Where pair programming and collective ownership are used, others
benefit immediately from the refactoring so they are likely to support
the process.
Project Management in Agile Development
Agile project management
• The principal responsibility of software project managers is to
manage the project so that the software is delivered on time and
within the planned budget for the project.
• The standard approach to project management is plan-driven.
Managers draw up a plan for the project showing what should be
delivered, when it should be delivered and who will work on the
development of the project deliverables.
• Agile project management requires a different approach, which is
adapted to incremental development and the particular strengths
of agile methods.
Scrum
• The Scrum approach is a general agile method but its focus is on
managing iterative development rather than specific agile
practices.
• There are three phases in Scrum.
 The initial phase is an outline planning phase where you establish
the general objectives for the project and design the software
architecture.
 This is followed by a series of sprint cycles, where each cycle
develops an increment of the system.
 The project closure phase wraps up the project, completes required
documentation such as system help frames and user manuals and
assesses the lessons learned from the project.
The Scrum process
The Sprint Cycle
• Sprints are fixed length, normally 2–4 weeks. They correspond to
the development of a release of the system in XP.
• The starting point for planning is the product backlog, which is the
list of work to be done on the project.
• The selection phase involves all of the project team who work with
the customer to select the features and functionality to be
developed during the sprint.
Scrum benefits
• The product is broken down into a set of manageable and
understandable chunks.
• Unstable requirements do not hold up progress.
• The whole team have visibility of everything and consequently
team communication is improved.
• Customers see on-time delivery of increments and gain feedback
on how the product works.
• Trust between customers and developers is established and a
positive culture is created in which everyone expects the project to
succeed.
Scaling agile methods
• Agile methods have proved to be successful for small and
medium sized projects that can be developed by a small co-
located team.
• It is sometimes argued that the success of these methods comes
because of improved communications which is possible when
everyone is working together.
• Scaling up agile methods involves changing these to cope with
larger, longer projects where there are multiple development
teams, perhaps working in different locations.
Key points
• A particular strength of extreme programming is the development
of automated tests before a program feature is created. All tests
must successfully execute when an increment is integrated into a
system.
• The Scrum method is an agile method that provides a project
management framework. It is centred round a set of sprints, which
are fixed time periods when a system increment is developed.
• Scaling agile methods for large systems is difficult. Large systems
need up-front design and some documentation.
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