DOCSLIB.ORG

Disciplined Agile Delivery Enterprise Transformation Coach Helping to Create Agile and Lean Enterprises Around the World

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Disciplined Agile Delivery Enterprise Transformation Coach Helping to Create Agile and Lean Enterprises Around the World Governance, Phases, and Milestones are not Agile Dirty Words! Mark Lines, Scott Ambler + Associates Co-creator of Disciplined Agile Delivery Enterprise Transformation Coach Helping to create Agile and Lean enterprises around the world @Mark_Lines © Scott Ambler + Associates 1 DAD Has Caught On! - Organizations using Disciplined Agile Delivery (DAD) © Scott Ambler + Associates 2 Disciplined Agile Delivery (DAD) is a process decision framework The key characteristics of DAD: – People-first – Goal-driven – Hybrid agile – Learning-oriented – Full delivery lifecycle – Solution focused – Risk-value lifecycle – Enterprise aware © Scott Ambler + Associates 3 DAD is a Hybrid Framework SAFe DevOps …and more Outside In Dev. “Traditional” Agile Data Extreme Unified Process Agile Modeling Programming Scrum Kanban Lean DAD leverages proven strategies from several sources, providing a decision framework to guide your adoption and tailoring of them in a context-driven manner. © Scott Ambler + Associates 4 DAD is Goal-Driven, Not Prescriptive © Scott Ambler + Associates 5 © Scott Ambler + Associates 6 Functional Requirements: Potential Model Types Usage Domain Epic/User Story Domain/Conceptual Model Persona Logical Data Model (LDM) Usage Scenario UML Class Diagram Story Mapping UML Component Diagram UML Use Case Diagram User Interface (UI) Process Value Stream Map UI Flow Diagram Business Process Model UI Prototype (Low Fidelity) Data Flow Diagram (DFD) UI Prototype (High Fidelity) Flow Chart UI Specification UML Activity Diagram UML State Chart General Impact (Mind) Map Business Rule Context Diagram Feature/Shall Statements © Scott Ambler + Associates And many more… 7 Some Scope Modeling Options (from the book) © Scott Ambler + Associates 8 More Scope Modeling Options (from the book) © Scott Ambler + Associates 9 DAD Initiatives have Milestones and may have Phases Inception Construction Transition Initiate the endeavor Development of a potentially consumable solution Deploy the solution Stakeholder vision Continued viability Sufficient functionality Production ready Proven architecture (several) Delighted stakeholders 2014 © Disciplined Agile Consortium Milestone Reviews should be lightweight! © Scott Ambler + Associates 10 © Scott Ambler + Associates 11 Basic/Agile Lifecycle A full Scrum-based agile delivery lifecycle. © Scott Ambler + Associates 12 © Scott Ambler + Associates 13 Lean Lifecycle A full lean delivery lifecycle © Scott Ambler + Associates 14 The Phases Disappear Over Time First release: Inception Construction Transition Second release: I Construction T Third release: I Construction T . Nth+ releases: C T C T C T C T © Scott Ambler + Associates 15 © Scott Ambler + Associates 16 Lean Continuous Delivery Lifecycle Your evolutionary end goal? © Scott Ambler + Associates 17 © Scott Ambler + Associates 18 Exploratory “Lean Startup” Lifecycle Sometimes it takes time to identify what your stakeholders actually need © Scott Ambler + Associates 19 Typical Evolution of Lifecycle Mix Current 10% 90% 2 years 20% 10% 5% 15% 50% 5 years 40% 10% 5% 30% 15% Agile/Scrum Lean Exploratory/Lean Start-up Continuous Delivery Traditional Choice is good! © Scott Ambler + Associates 20 Governing Disciplined Agile Teams © Scott Ambler + Associates 21 Many Organizations Are Serious About Governance Moore’s Adoption Curve The farther to the right an organization, the greater the chance they’re focused on governance © Scott Ambler + Associates 22 Governance Should Address a Range of Issues • Team roles and responsibilities • Individual roles and responsibilities • Decision rights and decision making process • Governing body • Exceptions and escalation processes • Knowledge sharing processes • Metrics strategy • Risk mitigation • Reward structure • Status reporting • Audit processes • Policies, standards, and guidelines • Artifacts and their lifecycles © Scott Ambler + Associates 23 Why is Governance Important? • Sustain and extend your IT strategies and objectives, which in turn should reflect your corporate strategies and objectives • Determine how the company will execute its strategy by selecting and prioritizing the most valuable initiatives to undertake • Empower teams to carry out their work • Help to ensure that delivery teams: – Regularly and consistently create real business value – Provide appropriate return on investment (ROI) – Deliver consumable solutions in a timely and relevant manner – Work effectively with their project stakeholders – Work effectively with their IT colleagues – Adopt processes and organizational structures that encourage successful IT solution delivery – Present accurate and timely information to project stakeholders – Mitigate the risks associated with the project © Scott Ambler + Associates 24 Why Traditional Governance Strategies Won’t Work Traditional assumptions that conflict with agile: – You can judge team progress from generation of artifacts – Delivery teams should work in a serial manner – You want teams to follow a common, repeatable process – Projects should be driven by senior IT management © Scott Ambler + Associates 25 Principles of Agile Governance Collaboration over conformance Enablement over inspection Continuous monitoring over quality gates Transparency over management reporting © Scott Ambler + Associates 26 DAD Practices that Support Governance • “Standard” agile practices: – Coordination meeting – Iteration demonstrations – All-hands demonstrations – Retrospective – Information radiators/Visual management • Disciplined practices: – Risk-value lifecycle – Explicit light-weight milestones – Follow enterprise development guidelines – Work closely with enterprise professionals – Development intelligence via automated dashboards © Scott Ambler + Associates 27 Measuring Agile Teams • Talk to people; don’t manage to the metrics • Measure teams, not individuals • Collect several metrics • Trends are better than scalar values • Empirical observation is important but limited • Prefer automated metrics • Some metrics must be gathered manually • Prefer pull versus push reporting • Beware scientific facades • The value of many metrics diminishes over time • If you collect no metrics at all you’re flying blind • If you collect too many metrics you may be flying blinded © Scott Ambler + Associates 28 Potential Metrics • Acceleration • Lead time • Activity time • Net present value (NPV) • Age of work items • Ranged release burndown/up • Blocking work items • Release burndown/up • Build health • Return on investment (ROI) • Business value delivered • Stakeholder satisfaction • Code quality • Net promoter score • Cumulative flow • Team morale • Cycle time • Test coverage • Defect density • Velocity • Defect trend • Work in process (WIP) • Iteration burndown © Scott Ambler + Associates 29 Inception Phase Milestone: Stakeholder Vision © Scott Ambler + Associates 30 What’s in a Project Vision? • Could be thought of as an agile project charter • Typically outlines: – Goals of the project team and who is on it – High-level scope of the current release – Technical overview of the solution – Outline of the plan to do the required work – Could include feasibility information • Could also describe: – Business problem being addressed – High-level schedule and estimates – Key milestones – Stakeholders – Funding models – Project risks and constraints – Process/method used (e.g. DAD), governance strategy – Key assumptions © Scott Ambler + Associates 31 Milestone: Bringing Stakeholders to Agreement around your Vision • Inception is complete and you can enter the Construction phase when: – Your stakeholders agree that it makes sense to proceed based upon the achievable scope, schedule, budget, constraints, and other criteria related to your business case – The risks have been identified and seem tolerable – There is agreement on using a minimalist and agile process for building the solution – The team and environment have been set up that supports collaborative teamwork, or are in the process of being so – The process and governance strategies have been agreed to by both your team and your stakeholders © Scott Ambler + Associates 32 Develop Common Vision Goal © Scott Ambler + Associates 33 Information Radiators Light-weight Detailed © Scott Ambler + Associates 34 An Example of a Lightweight Milestone Review… Scenario: • End of 2 week Inception phase • Invitees to review meeting • Sponsor • Product Owner • Delivery Team • Other stakeholders • Architecture • Data • Governance • Support © Scott Ambler + Associates 35 Sample Inception Milestone Review Deck © Scott Ambler + Associates 36 An Example of a Construction Iteration Review… Scenario: • End of 2 week Construction iteration • Invitees to review meeting • Delivery Team • Product Owner • Other stakeholders • Architecture • Data • Governance • Support © Scott Ambler + Associates 37 Sample Iteration Review Deck © Scott Ambler + Associates 38 Governing IT © Scott Ambler + Associates 39 Governance cuts across all process blades © Scott Ambler + Associates 40 Security Data IT Governance Governance Views Development Operations Architecture Portfolio Goal-Question-Metric (GQM) Develop Metrics Targeted metrics Common core metrics “Standard” team metrics Measure Automated metrics Manual metrics Direct interaction Team dashboard Monitor Portfolio dashboard Direct observation Status report Principles Guidance Detail High-level rules Checklists Detailed definition Collaborative (enterprise level) Develop Guidance Collaborative (team level) Top-Down Bottom-Up There are many factors to
Load more

Recommended publications
  • Comparative Study on Agile Software Development Methodologies
    Global Journal of Computer Science and Technology Software & Data Engineering Volume 13 Issue 7 Version 1.0 Year 2013 Type: Double Blind Peer Reviewed International Research Journal Publisher: Global Journals Inc. (USA) Online ISSN: 0975-4172 & Print ISSN: 0975-4350 Comparative Study on Agile Software Development Method- ologies By A B M Moniruzzaman & Dr. Syed Akhter Hossain Daffodil International University, Bangladesh Abstract - Today‘s business environment is very much dynamic, and organizations are constantly changing their software requirements to adjust with new environment. They also demand for fast delivery of software products as well as for accepting changing requirements. In this aspect, traditional plan-driven developments fail to meet up these requirements. Though traditional software development methodologies, such as life cycle-based structured and object oriented approaches, continue to dominate the systems development few decades and much research has done in traditional methodologies, Agile software development brings its own set of novel challenges that must be addressed to satisfy the customer through early and continuous delivery of the valuable software. It‘s a set of software development methods based on iterative and incremental development process, where requirements and development evolve through collaboration between self-organizing, cross-functional teams that allows rapid delivery of high quality software to meet customer needs and also accommodate changes in the requirements. In this paper, we significantly indentify and describe the major factors, that Agile development approach improves software development process to meet the rapid changing business environments. We also provide a brief comparison of agile development methodologies with traditional systems development methodologies, and discuss current state of adopting agile methodologies.
    [Show full text]
  • Disciplined Agile
    Disciplined Agile Jas Madhur and Scott Ambler Presentation for PMI Luxembourg November 22nd, 2016 - Chambre des Metiers, Kirchberg #pmiluxagile Agenda • Part 1 – Jas Madhur (Luxembourg) • Part 2 – Plan A - Scott Ambler (Toronto) • Part 2 – Plan B – Slides. No refunds. Free event. Even food! Sponsors. • agilepartner • Since 2004 architecting agile information systems • Don’t worry be AP! • Lux – Advisory • Since 2009 consulting company specialising in organisation and strategy Questions and comments use #pmiluxagile Part 1 - Jas Madhur – Who am I? • PMI Luxembourg – Director of Finance … 2017 + Sponsorship • Agile Practitioner / Methodologist • 1993 Iterative/Object Oriented Development (Canadian Air Traffic System) • 1997 Rational Unified Process (RUP) Development Team (IBM Rational Software) • 2004 Agile Vancouver – Dr.Philippe Kruchten • 2008 Agile Toronto – Scott Ambler • 2011 Luxembourg • AZUR ERP for Health Insurance Companies • SMEs • Agile RUP (Matisse) • PM / PMO • Write proposals and submit tenders EU institutions at infeurope • jasmadhur.blogspot.com - @jmadhur Who are you? Why are we here? • Audience • IT Project Managers • HR • Curious about what is all this ‘AGILE’ noise is about? • Know • Agile. Like teenage romance. Rampant and variable. Great experts. Let’s hope it’s safe. • Patterns and anti-patterns of agile and agility. • Do • How could the agile approach be useful throughout your organization? • Think • Being agile stimulates evolution and innovation. • Feel • Being agile and adaptive is engrained in our DNA. • It’s natural. The Context • Software/Systems Engineering • 1 Dimensional .. Waterfall .. DoD Mil-Spec 2167a • 2 Dimensional .. Iterative .. IBM Rational Unified Process (RUP) (1996) • Market Pressures of the “Internet Economy” • Small Teams • The Agile Movement • Rapid Delivery and Innovation • A Balanced Reliable Approach • Disciplined Agile DoD Mil-Spec 2167a (1989) Hardware (HW) Computer Software (CS) Unit (U) Component (C) Configuration Item (CI) Baselines WATERFALL 1.
    [Show full text]
  • Quality in an Agile World Software
    TALKING POINTS Quality is an inherent aspect of true agile software development. The majority of agilists take a test-driven approach to development where they write a unit test Quality in an before they write the domain code to fulfill that unit test, with the end result being that they have a regression unit test suite at all Agile World times. They also consider acceptance tests as first-class requirements artifact, not only promoting regular stakeholder validation of BY SCOTT AMBLER their work but also their active inclusion in Ambysoft, Inc. the modeling effort itself. Agilists refactor their source code and database schema to keep their work at the highest possible qual- ity at all times. The challenge for quality professionals is that agilists work in a highly INTRODUCTION collaborative and evolutionary (iterative and Modern software processes are evolutionary, iterative, and incremental) manner, often requiring tradi- incremental in nature. This includes processes such as Rational tional quality professionals to change their Unified Process (RUP) (Kruchten 2004), Extreme Programming approach. (XP) (Beck 2000), Enterprise Unified Process (EUP) (Ambler, Key words: agile model driven development, Nalbone, and Vizdos 2005), and rapid application development agile software development, collaborative (RAD), to name a few. Furthermore, many modern processes development, evolutionary, incremental are agile, which for the sake of simplicity I will characterize as development, iterative development, refac- toring, software processes, test-driven both evolutionary and highly collaborative in nature. The fun- development damental nature of software development is changing, and qual- ity professionals must change with it. In this article I introduce SQP References readers to common agile software development techniques and The Role of Testers in the Agile Methods argue that they lead to software that proves in practice to be of much higher quality than what traditional software teams usu- vol.
    [Show full text]
  • Requirements Engineering and Agile Methodology
    Requirements – Architecture - Agility R. Kuehl/J. Scott Hawker p. 1 R I T Software Engineering Requirements Engineering and Agile Processes (You may be thinking) Requirements engineering model as presented is not very agile Writing a SRS, etc. sounds like a classic heavy weight process It is! But, two points to consider as good software engineers: 1. Fit the software methodology and process to the problem 2. Agile processes do equivalent requirement engineering activities – still need requirements validated by stakeholders for success R. Kuehl/J. Scott Hawker p. 2 R I T Software Engineering Requirements and Agile Traditional approach – the requirements document Agile argument against tradition Communication gaps between authors and readers Change cycle is too long Challenging to capture the complete problem and system context Brain’s capacity to retain information Agile answer: Continuous collaboration with stakeholders . Workshops, conversation Stories (index cards) record conversations Are they the requirements? R. Kuehl/J. Scott Hawker p. 3 R I T Software Engineering Requirements Engineering in Agile Processes Where is the Knowledge? Requirements Eng. Agile Methodology 1. Elicitation 1. Stories 2. Iteration design, 2. Analysis customer collaboration 3. Specification 3. Stories, code, acceptance tests, unit 4. Validation tests 5. Management 4. Customer collaboration, acceptance tests 5. Planning cycle, frequent iterations R. Kuehl/J. Scott Hawker p. 4 R I T Software Engineering A Picture Worth a 1000 Words Requirements Waterfall Incremental Evolutionary “Classic” or agile style Design Always maps Construction (coding & testing) Deployment The Requirements Engineering Model The General Software Engineering Framework R. Kuehl/J. Scott Hawker p. 5 R I T Software Engineering R.
    [Show full text]
  • Ambler Keynote
    Disciplined Agile Delivery: A Principled Approach Scott W. Ambler Senior Consulting Partner scott [at] scottambler.com @scottwambler We’re going to cover a lot of ground © Disciplined Agile Consortium The Story I’m About to Tell © Disciplined Agile Consortium Agile software teams are building awesome race car engines… © Disciplined Agile Consortium …but they are surrounded by organizational tractors © Disciplined Agile Consortium To win the race we need to build a high performing race car… © Disciplined Agile Consortium …supported by an effective team to race it © Disciplined Agile Consortium It’s time to rethink our strategy © Disciplined Agile Consortium © Disciplined Agile Consortium Principle #1: Empiricism is far more important than theory © Disciplined Agile Consortium Disciplined Agile (DA) is a process decision framework The DA framework is empirical: – Originally based on observations from dozens of organizations world wide, and has evolved since then based on continuing observations – Encapsulates inputs from hundreds of practitioners – Hybrid framework that adopts proven ideas from many sources, including agile, lean, and traditional methods and frameworks – Implements insights from industry research © Disciplined Agile Consortium Principle #2: Context counts © Disciplined Agile Consortium Teams are composed of unique individuals… © Disciplined Agile Consortium …and every team faces a unique situation… Team Size Two Hundreds Geographic Distribution Co-located Global Organizational Distribution Single division Outsourcing Compliance
    [Show full text]
  • Disciplined Agile Delivery: Workshop Overview © Scott Ambler +
    Disciplined Agile Delivery: Workshop Overview Advanced Disciplined Agile Delivery Workshop Overview Mark Lines Scott W. Ambler [email protected] [email protected] Mark_Lines scottwambler © Scott Ambler + Associates 1 Objectives of this Workshop • To learn what the Disciplined Agile Delivery (DAD) process framework is and how it compares to other agile methods • To learn how common development activities are addressed throughout a disciplined agile project • To discover how a goal-driven approach provides a non-prescriptive, scalable foundation for agile solution delivery • To learn what it means to scale agile approaches • To learn how to adopt disciplined agile strategies © Scott Ambler + Associates 2 © Scott Ambler + Associates 1 Disciplined Agile Delivery: Workshop Overview How we will learn… • This is a workshop, not a lecture • Ask questions – Lots of discussion time is built into the schedule • Many labs are built into the workshop, to learn by doing • You are going to have fun, we promise! © Scott Ambler + Associates 3 Introductions • Your name and current role • Your current and/or recent project • Your experience with agile • One thing that you believe to be true about agile development • One question about agile that still puzzles you © Scott Ambler + Associates 4 © Scott Ambler + Associates 2 Disciplined Agile Delivery: Workshop Overview Audience Anyone willing to learn with an open mind Agile knowledge is necessary Agile development experience is not necessary, although very useful © Scott Ambler + Associates 5 Agenda
    [Show full text]
  • Contextualizing Agile Software Development
    Contextualizing Agile Software Development Philippe Kruchten, Ph.D., P.Eng. Kruchten Engineering Services Ltd Vancouver, BC, Canada Abstract This paper presents a contextual model for software-intensive systems development to guide the adoption and adaptation of agile software development practices. This model was found especially useful when the project context departs significantly from the “agile sweet spot”, i.e., the ideal conditions in which agile software development practices originated from, and where they are most likely to succeed, “out of the box”. This is the case for large systems, distributed development environment, safety-critical systems, system requiring a novel architecture, or systems with an unorthodox business model or governance model. Keywords Agile software development, software development process, process adaptation 1 Introduction 1.1 Agility defined Drawing from earlier definitions from Jim Highsmith [1] or from Steve Adolph and the OODA loop [2], we define agility as “the ability of an organization to react to changes in its environment faster than the rate of these changes.” This definition uses the ultimate purpose or function of being agile for a busi- ness, rather than defining agility by a labeled set of practices (e.g., you’re agile when you do XP [3], Lean [4-6], or Scrum [7-9]) or by a set of properties defined in opposition to another set -- the agile manifesto approach [10]. This definition is not too far from that Kieran Conboy arrived at in his survey of agile process development literature [11]. An analogy could be the definition of a road. Would you define a road as something made of crushed rocks and tar, or define it as a surface that is black rather than white, flat rather than undulated, and with painted lines rather than monochrome? Or would you rather define a road as a component of a transportation system, allowing people and goods to be moved on the ground surface from point A to point B? And then let the properties or components of the road be derived from this, allowing some novel approaches in road design.
    [Show full text]
  • Disciplined Agile Delivery (DAD): the Foundation for Scaling Agile
    Disciplined Agile Delivery (DAD): The Foundation for Scaling Agile Scott W. Ambler Chief Methodologist for Agile and Lean, IBM Rational www.ibm.com/developerworks/blogs/page/ambler twitter.com/scottwambler © 2012 IBM Corporation We hope that you find these slides useful. If you would like to discuss this topic further, please contact IBM. 1 2 Agenda 1 Agile Fundamentals 2 Disciplined Agile Delivery (DAD) 3 Agility at Scale 4 Parting Thoughts 2 © 2012 IBM Corporation 2 What is agile? Agile is a highly collaborative, evolutionary, quality focused approach to software development. How agile is different: –Focus on collaboration –Focus on quality –Focus on working solutions –Agilists are generalizing specialists –Agile is based on practice, not theory 3 © 2012 IBM Corporation Focus on collaboration: Less paperwork and more conversation Stakeholders actively involved Focus on quality: Have a full regression test suite for your systems Develop loosely-coupled, highly cohesive architectures Refactor to keep them this way Focus on working solutions: Greater feedback makes agile projects easier to manage Less documentation is required Less bureaucracy Agilists are generalizing specialists: Fewer hand offs between people Fewer people required Specialists find it difficult at first to fit into the team Agile is based on practice, not theory: This is a significant change from traditional You need to see how agile works in practice to truly understand it 3 Why agile? Higher success rates Iterative Agile Lean Ad-Hoc Traditional 0% 20% 40% 60% 80% 100% Successful Challenged Failed Source: DDJ 2011 IT Project Success Survey 4 © 2012 IBM Corporation Detailed results online at www.ambysoft.com/surveys/ Success as defined by the respondent (this is the same for all slides in this deck).
    [Show full text]
  • Disciplined Agile Delivery: an Introduction 2 Disciplined Agile Delivery: an Introduction
    IBM Software Thought Leadership White Paper Design and development Disciplined Agile Delivery: An introduction 2 Disciplined Agile Delivery: An introduction Make no mistake, agile is not a fad. When mainstream agile Unfortunately, we need to take adoption rate survey results with methods such as Scrum and Extreme Programming (XP) were a grain of salt: A subsequent Ambysoft survey found that only introduced, the ideas contained in them were not new, nor were 53 percent of people claiming to be on “agile teams” actually they even revolutionary at the time. In fact, many of them have were. It is clear that agile methods have been overly hyped by been described in-depth in other methods such as Rapid various media over the years, leading to abuse and misuse; in Application Development (RAD), Evo, and various instantiations fact, the received message regarding agile appears to have justi- of the Unified Process, not to mention classic books such as fied using little or no process at all. For too many project teams Frederick Brooks’ The Mythical Man Month. It should not be sur- this resulted in anarchy and chaos, leading to project failures and prising that working together closely in co-located teams and a backlash from the IT community that prefers more traditional collaborating in a unified manner towards a goal of producing approaches. working software produces results superior to those based on working in specialized silos concerned with individual rather Properly executed, agile is not an excuse to be undisciplined. It is than team performance. It should also come as no surprise that clear that the execution of mainstream agile methods such as XP reducing documentation and administrative bureaucracy saves have always demanded a disciplined approach, certainly more money and speeds up delivery.
    [Show full text]
  • The Unified Modeling Language V1.1 and Beyond: the Techniques of Object-Oriented Modeling Scott W. Ambler
    The Unified Modeling Language v1.1 and Beyond: The Techniques of Object-Oriented Modeling An AmbySoft Inc. White Paper Scott W. Ambler Object-Oriented Consultant AmbySoft Inc. Material for this White Paper has been modified from the books Building Object Applications That Work and Process Patterns by Scott W. Ambler http://www.ambysoft.com/umlAndBeyond.pdf Finalized: February 11, 2000 Copyright 1998-2000 Scott W. Ambler Table Of Contents 1. THE UNIFIED MODELING LANGUAGE AND BEYOND ............................................................................... 1 2. UNDERSTANDING YOUR MODELING OPTIONS ........................................................................................ 1 2.1 CRC MODELING...............................................................................................................................................1 2.2 DEFINING USE CASES, USE-CASE SCENARIOS, AND USE-CASE DIAGRAMS............................................2 2.3 INTERFACE-FLOW DIAGRAMS.......................................................................................................................3 2.4 CLASS DIAGRAMS.............................................................................................................................................5 2.5 ACTIVITY DIAGRAMS.....................................................................................................................................6 2.6 DATA DIAGRAMS.............................................................................................................................................8
    [Show full text]
  • Agile Modeling: Effective Practices for Extreme Programming and the Unified Process
    Agile Modeling: Effective Practices for eXtreme Programming and the Unified Process Scott Ambler Wiley Computer Publishing John Wiley & Sons, Inc. 72244_FMI 2/27/02 11:34 AM Page iv 72244_FMI 2/27/02 11:34 AM Page i Agile Modeling: Effective Practices for eXtreme Programming and the Unified Process Scott Ambler Wiley Computer Publishing John Wiley & Sons, Inc. 72244_FMI 2/27/02 11:34 AM Page ii Publisher: Robert Ipsen Editor: Theresa Hudson Development Editor: Kathryn A. Malm Managing Editor: Angela Smith New Media Editor: Brian Snapp Text Design & Composition: D&G Limited, LLC Designations used by companies to distinguish their products are often claimed as trademarks. In all instances where John Wiley & Sons, Inc., is aware of a claim, the product names appear in initial capital or ALL CAPITAL LETTERS. Readers, however, should contact the appropriate companies for more complete information regarding trademarks and registration. This book is printed on acid-free paper. Copyright © 2002 by Scott Ambler. All rights reserved. Published by John Wiley & Sons, Inc., New York Published simultaneously in Canada. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copy- right Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 750-4744. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 605 Third Avenue, New York, NY 10158-0012, (212) 850-6011, fax (212) 850- 6008, E-Mail: PERMREQ @ WILEY.COM.
    [Show full text]
  • CRC Modeling: Bridging the Communication Gap Between Developers and Users an Ambysoft Inc
    CRC Modeling: Bridging the Communication Gap Between Developers and Users An AmbySoft Inc. White Paper Scott W. Ambler Software Process Mentor AmbySoft Inc. Material for this paper has be excerpted from: The Object Primer: The Application Developer’s Guide to Object-Orientation - and - Process Patterns: Building Large-Scale Systems Using Object Technology This Version: November 29, 1998 Copyright 1998 Scott W. Ambler Table of Contents CLASS RESPONSIBILITY COLLABORATOR CARDS....................................................................1 CRC MODELS........................................................................................................................................2 CRC MODELING IN A NUTSHELL....................................................................................................3 PUTTING TOGETHER THE CRC MODELING TEAM.....................................................................................3 ORGANIZE THE ROOM.............................................................................................................................4 BRAINSTORM .........................................................................................................................................4 EXPLAIN THE CRC MODELING TECHNIQUE .............................................................................................5 PERFORM THE ITERATIVE STEPS OF CRC MODELING ...............................................................................5 Finding Classes.................................................................................................................................5
    [Show full text]