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When you have sprint task in Scrum, where do you put how you want to program something? For example, say I am making a tetris game and I want to build the part of the game that tracks the current score and a high score table. I have my feature, my user story and my task, but now I want to talk about how to design it.
Is that design something that is recorded on the sprint somewhere as to how to do that or is that just somethign the programmer figures out. Do you put do task x use database such and such, create these columns, etc.? If not, do you record that at all? Is that what trac is for? I don't mean too high level design.
I touched on it here: Where in the scrum process is programming architecture discussed?
but my current question is later in the project after the infrastructure. I'm speaking more about the middle now. The actual typing in the code. Some said they decide along the way, some team-leads. Is this is even documented anywhere except in the code itself with docs and comments?
edit: does your boss just say, okay, you do this part, I don't care how?
Thank you.
There can be architectural requirements in addition to user-specified requirements that can muddy this a bit. Thus, one could have a, "You will use MVP on this," that does limit the design a bit.
In my current project, aside from requirements from outside the team, the programmer just figures it out is our standard operating procedure. This can mean crazy things can be done and re-worked later on as not everyone will code something so that the rest of the team can easily use it and change it.
Code, comments and docs cover 99% of where coding details would be found. What's left, if one assumes that wikis are part of docs?
Scrum says absolutely nothing about programming tasks. Up to you to work that out...
Scrum doesn't necessarily have anything explicitly to do with programming - you can use it to organise magazine publication, church administration, museum exhibitions... it's a management technique not explicitly a way of managing software development.
If you do extreme programming inside scrum, you just break your user stories for the iteration down into task cards, pair up and do them.
When I submit tasks to my programming team, the description usually takes the shape of a demo, a description on how the feature is shown in order to be reviewed.
How the task will be implemented is decided when we evaluate the task. The team members split the task in smaller items. If a design is necessary, the team will have to discuss it before being able to split it. If the design is too complex to be done inside this meeting, we will simply create a design task, agile/scrum doesn't force how this should be done (in a wiki, in a doc, in your mind, on a napkin, your choice) aside for saying as little documentation as possible. In most case the design is decided on a spot, after a bit of debate, and the resulting smaller tasks are the description of how things will be done.
Also, sometimes the person doing it will make discoveries along the way that change the design and so, the way to work on it. We may then thrash some cards, make new ones. The key is to be flexible.
You do what you need to do. Avoid designing everything up front, but if there are things you already know will not change, then just capture them. However, corollary to YAGNI is that you don't try to capture too much too soon as the understanding of what is needed will likely change before someone gets to do it.
I think your question sounds more like you should be asking who, not when or where. The reason Agile projects succeed is that they understand that people are part of the process. Agile projects that fail seem to tend to favor doing things according to someone's idea of "the book" and not understanding the people and project they have. If you have one senior team lead and a bunch of junior developers, then maybe the senior should spend more of their time on such details (emphasis on maybe). If you have a bunch of seniors, then leaving these to the individual may be a better idea. I assume you don't have any cross-team considerations. If you do, then hashing out some of the details like DB schema might need to come early if multiple teams depend on it.
If you (as team member) feels the need to talk about design, to so some design brainstorming with other team members, then just do it. About the how, many teams will just use a whiteboard and brain juice for this and keep things lightweight which is a good practice IMHO.
Personally, I don't see much value in writing down every decision and detail in a formalized document, at least not in early project phases. Written documents are very hard to maintain and get deprecated pretty fast. So I tend to prefer face to face communication. Actually, written documents should only be created if they're really going to be used, and in a very short term. This can sound obvious but I've seen several projects very proud of their (obsolete) documentation but without any line of code. That's just ridiculous. In other words, write extensive documentation as late as possible, and only if someone value it (e.g. the product owner).
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I am working in a dev team where we religiously follow agile.
However, I have not had to change how I work (unit testing etc doesn't count as I do that anyway). I mean, do I need to change how or how often I communicate? This soft skill side of things with agile is what I am interested in.
Thanks
If your team is utilizing agile well, then you probably should see some changes in how you work. It's possible that you already developed with a fairly "agile-compatible" mindset, even if your previous work experience was in a more waterfall-style methodology.
Some specific things that I think agile developers ought to be doing (and in a well-run agile team, will naturally find they need to do)
Focus on incremental, complete changes rather than massive architectures - This is a core tenant of agile from the macro planning side, but it's also important to practice even for an individual developer. With a 2 or 3 week iteration, you'll find you simply don't have the time to spend 1 1/2 weeks developing something, and half a week integrating it all together.
Check in early, check in often, and check in working code - Don't do this, and you'll soon find you're that guy famous for breaking the build with a day left before the iteration ends.
Know what's blocking you, and what is likely to block you in the upcoming week or two, and tell people about it - No one in an agile team likes hearing at the last second that a developer working on a critical piece is held up waiting for something to complete his work.
Think about the end of an iteration throughout the iteration - Every line of code you write should be done with the consideration of whether this is realistic to complete before the iteration is over.
Always Be Crunching (hey, I couldn't have a pithy list of advice without a cute, Glengarry Glen Ross ripped off acronym!) You'll learn by your second or third iteration that slacking off for a week followed by some all nighters is going to bite you in the ass.
If you're already following all these - great! They're certainly general best practices rather than being specific to Agile. I think most developers do have a bad habit or two that this list addresses, though (I know I do on occasion.)
In addition to Ryan's great points here are a couple more.
Discuss your ideas with other members of your team. Your fellow developers will quickly point out potential flaws in your thinking and suggest alternatives (be ready to listen and not get offended). I found this works best during planning/story tasking. In a 2-3 week sprint it is painfully obvious when you go down the wrong path. It might even stop you from successfully finishing all you tasks/stories. If others know your plan of attack up front it makes it easier for them to step in and help you out finishing your work if you need it.
Do not hesitate to suggest new ways of doing things. One of the great things about agile is that team processes are not set in stone but evolve from a series of retrospectives. If you have developers who never speak up, the process never changes and things do not get better.
Put your user's hat on. Every application has an end user. Sometimes (especially when you do not have a close contact with your users) you have to step back and question decisions (even if made by a product owner). If you can make a good case, not only your users but the entire team will benefit from it since the product will be better received. Developers do not do this often enough. We want to make things better, faster and leaner in the expense of other, sometimes more important things like delivering on time or adding more features.
I hope this helps.
The specifics of agile will be different for every person you ask. Yes, you probably want to communicate regularly, but you don't want to take it to extremes that keep you (or your coworkers) from being productive.
But like I said, it will be different for everybody. The only people who know how best to match your team are the people on your team. Just tell them you aren't used to agile and you were wondering how you've been handling it. They're really the only ones who will be able to say for sure.
Short answer but was very useful to all developers that asked me that question:
There is a book called Practices of an agile developer,http://www.pragprog.com/titles/pad/practices-of-an-agile-developer.
This book will specifically answer to your question. I like it very much because it's not just about the process, but behaviors and psychology.
Attitude-related things:
1) Good pair programming means making an effort to explain things really well and listening carefully. That's a skill in itself. You have to learn how other people tackle things and be patient when other people tackle things differently from you.
2) Being prepared to be flexible and change your mind. The smaller the ego, the easier and less painful it is to handle this.
3) To do agile well, you need to be communicating continuously with everybody in the wider team (i.e. not just devs - sysadmins, managers, customers, network admins, hardware people...) Part of this is feeling comfortable, safe and confident - i.e. there needs to be real trust in the team, not just phoney trust - real trust
4) Be prepared to work outside your specialism and comfort zone. I often have to pair with graphic designers, system admins and DBAs. Saying "that's not my job" isn't part of agile. We're part of a multidisciplinary team and getting the product released in a useful state is the whole team's problem - not just looking after my pet specialism.
5) Try to keep things simple and minimal - no "we'll make it totally generic" or "we'll need it later". Think "you aren't gonna need it." We're shooting for small, simple, concrete steps informed by feedback.
6) Tackle the difficult things and the things that aren't clear first - so that the you get feedback on the problems as early as possible so you if you have to revise estimates or cancel the work the customer gets informed as soon as possible.
7) Try to keep the team dynamics co-operative rather than competitive. Pitting people against each other pulls the team apart - and it gets you well-polished fragments and a broken product rather than a cohesive whole made by people that give-and-take as they find necessary to be successful.
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I am a long time agile advocated but one of the things that bothers me about Agile is that a lot of agile practitioners, especially the younger ones, have thrown out or are missing a whole lot of good (non Scrum, non XP) practices. Alistair Cockburn's style of writing Use Cases springs to mind; orthogonal arrays (pairwise testing) is another.
I read mostly Agile related books and articles and work with mostly Agile folk ... is there anything I'm missing?
It might be interesting in 5-10 years time to see how maintainable these systems are when nobody wrote down why a particular decision was made and all the people involved have left.
is there anything I'm missing?
Yes, I think a lot, but only if you are interested in Softawre Development Processes.
I like this paraphrase:
Each project should be as agile as possible but not more agile.
Not every project can be agile... but I think 80%+ can.
I see Agile as "car of the year". It is very well suited for most of the people, but if you need/want something special, for example car able to speed 300KM/H or car able to carry 20 tons of goods you need something else.
There is also so many cases when one may want something else than "car of the year" that requires a book to write them down :-) I recommend you Agility and Discipline Made Easy: Practices from OpenUP and RUP. In this book you'll find many "missing parts" very well illustrated. The key to understanding is that Agility is only a (requested) property of software development process which sometimes cannot be achieved. The book describes several Key Development Principles (which are basis for RUP) and explains which level of "ceremony" and "iterativeness" follows from using them on different levels of adoption.
An example
Practice: Automate change management and change propagation
In your project you may require very advanced and strict change management and decide to "Automate change management and change propagation" by implementing custom or re-configuring existing tools and by using Change and Control Board.
Effect: This most probably increase level of "ceremony" in your project.
(...) have thrown out or are missing a whole lot of good (non Scrum, non XP) practices.
Scrum is not prescriptive, it's up to you to choose how to do things. In other words, nothing forces you to use User Stories for example (even if User Stories work for lots of teams, there is no consensus) so feel free to use (light) use-cases if you think they are more appropriate in your context. To illustrate this, Jeff Sutherland reported he would never use User Stories again for PDA device projects (they use some kind of "light specifications" in his current company). And the same applies for testing, use whatever works for you. To summarize, if you find XP not flexible enough, use something else... and inspect and adapt.
Iterative development.
In practice, agile teams may do iterations (or anything for that matter, agile is a kind of "true scotsman"), but agile processes don't require or define iterative development sufficiently.
Take RUP, for example - clumsy and bloated, it does compile a few good methods for long-term development that agile misses.
On a general note, agile is a way to steer clear of problems: how to avoid long term planning, how to keep teams small, tasks short, customers involved, etc. It works more often than not, but sometimes you have to face and solve problems: how to reach strict deadline, make big team work, achieve distant and complex goals, make customer refine requirements. That's when one needs to look beyond agile.
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Looking for work at the moment, I'm seeing a lot of places asking for Agile experience, but until I get a job with a team that is using Agile, I suspect I'll never get the experience.
Is it possible to adopt Agile methodologies with just one person?
Sort of answering my own question, there's similar questions at :-
https://stackoverflow.com/questions/1407189/can-agile-scrum-be-used-by-1-or-2-developers
(I guess I should get better at searching.)
You seem to be coming at this from a work experience point of view; if you are looking to build relevant experience to get you a job on an agile project I would probably think a little more laterally.
Firstly could you work with others, maybe on an open source project? That would be a good opportunity to try out agile methods with others who may have more experience.
Secondly, you could look at using some of the common techniques or tools, even if it's just to learn how the tools work - e.g. you could set up a continues integration server to run builds and unit tests when you check in code. If you are working on your own you won't gain much in terms of productivity by doing this but you would gain some skills and have something relevant to say to future employers which would indicate you are committed to the agile style.
Yes
Check out PXP or Personal Extreme Programming.
http://portal.acm.org/citation.cfm?id=1593127
Summary from the paper:
Personal Extreme Programming (PXP) is
a software development process for a
single person team. It is based on the
values of Extreme Programming (XP)
i.e. simplicity, communication,
feedback, and courage. It works by
keeping the important aspects of XP
and refining the values so that they
can fit in a lone programmer
situation. PXP can still be refined
and improved. It is in the tradition
of XP practitioners to vary XP to
encompass whatever works. We hope
that PXP inherits these pragmatic
roots, as well. Giving up XP tenets
like pair programming is not
necessarily a tragedy. We still
believe that following XP strictly is
a more effective way to pursue
multi-person projects. But we are also
convinced that many of the XP
practices and methods can be applied
to individual work. The PXP
approach tries to balance between the
"too heavy" and the "too light"
methodologies. PXP will inject the
right amount of rigor for the
situation without overburdening the
team with unnecessary bureaucracy.
Yes - it is possible to do many agile practices as an individual.
If you already know how to do these, you can do them as a sole developer:
test-driven development - great place to start
refactoring
continuous integration
doing the simplest thing that could possibly work (and evolving it through refactoring)
automated deployment
planning meetings (a team of one plus customer)
Things you can't do on your own:
pair programming
CRC/RRC workshops (... you'd have to talk to yourself quite a lot)
Pair programming would be hard this way :)
Let's check Agile Principles:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
You can do all of those things even while working on some personal project alone. You can use also GTD while working alone, you can develop your product through iterations, you can adopt timeboxing, you can ask some family members or friends to do usability tests with you (and this works really well).
As a conclusion, you can really get tons of Agile experiences alone. I strongly recommend you to read some books first tho, as some of principles can be easily misinterpreted.
Some aspects can be done alone: running a product backlog and using a task board come to mind. See what the secretGeek is doing.
Of course some cannot: pair programming, scrums etc...
I recently interrupted a big project. It was a medical software project. While working on it, I realized some patterns about solo programming. I want to share my experiences here:
Your software's working logic must always reflect the real world. You catch fish with fishing rod, not baseball bat; so forget it.
Always start building from the project element to which all other elements refer. That makes sense if you think that like the function in a software project which is called at most. That might be database modeling. It would be useless if you model data access layer first, before modeling database.
Never mind changing variable names. That's the most written entry in a programmer's diary; so no need to be ashamed.
Methodology changes the world. Make worth of it. Make every single logical process with a function or procedure. When project gets huge you will understand thats the best way.
If you're not designing a language compiler in assembly do not hesitate using huge procedure call chains in which one calls another and that calls another and so on. Use methods everywhere, nearly resemble every single entity with classes and be modular.
Modularity is everything. Set modularity your primary goal. Have i said it is everything meanwhile?
Last word for beginning the project. If you're building an apartment you install main entrance at last. But when using, you enter the building from entrance. Be aware.
These are some of my design principles I learned and learning day by day. I hope having been useful. Do your best.
While some Agile practices are directly targeted at more than one person teams, they are just practices, they are just a mean, not an end. I mean, Agile is not about doing pair programming, stand up meetings, etc. Agile is about maximizing the customer value while minimizing waste to provide the most optimal ROI. Agile is business oriented, practices are just a way to achieve this goal in a given context. So, back to the initial question, it's definitely possible to adopt Agile practices (that make sense in your context) to maximize the delivered value: continuous planning, limiting Work In Progress, Stop-the-Line culture, time boxing, high quality, just enough specifications, just enough and just in time documentation, etc, etc.
Definately. Agile is very flexible in terms of how many people are involved. Some methodologies, like Scrum, focus mostly on doing as much as possible in a limited time, like two weeks (sprints). That includes whatever you want it to. If your team requires QA, then that is part of it. As a loner, you decide what you want to include.
After the scrum sprint, you look at what you could have done differently to get more done, and move to the next one.
Some other methodologies focus more on getting features done in each iteration, say three small features developed, tested and refactored.
As you can see, there are tons of ways to apply agile to any project. You decide which aspects you want. Though obviously one integral part is doing things in small increments.
Yes
XP/TDD scales from one to one thousand. Pair programming is optional.
YES.
Agile is more of a state of mind than just a methodology of software development like waterfall.
Scrum is one of the very popular agile methodologies. You can study below aspects of scrum in detail:
Benefits of Scrum/Agile over Waterfall
How can you create better "products" with Scrum/Agile
What are the types of projects better suited for Scrum
Pros and Cons of Scrum
Scrum Rituals and why are they necessary (What advantage do they
bring)
Different roles in scrums and their responsibilities (Scrum Master,
Product Owner and Development Team)
After you have good understanding of working of scrum and its benefits, try to create a pet project.
You will have to play all the roles yourself. You can try to distinguish between what role you are playing currently by wearing different colored hats for each role.
Example:
Product owner : Think from product perspective, what should be the features in the product and why would they be important for your users etc. Then proceed with all the scrum practices.
Scrum Master: Keep checking if you are following all scrum rituals in the right sense and spirit and are you able to derive benefits out of it.
There will be limitations,example you cannot have Daily stand-up meeting, obviously because you are the only person in the project. But if you follow above, you should be good to secure a job and play your part well in the team.
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My team is building a product that has a lot of components that rely on each other. For example, whenever we add a new type of data to the system, we also have to add logging code to track the changes that use that data type. Or, when we add a new UI screen, we have to make sure that its strings are externalized so they can be translated. These things slow down almost every task we do, and sometimes one of the the steps gets forgotten.
The traditional way to handle this problem is to add required checklists and documentation and things like that. How do Agile methodologies handle it?
The design you describe sounds like it might be a little too tightly-coupled. A renewed focus on enterprise patterns (such as Inversion of Control, programming to interfaces, etc) could help a lot.
If you are doing pair programming, you should be checking each other's work, making sure all of the i's are dotted and the t's are crossed.
If you are doing Test Driven Development, your tests should not be passing until all requirements for that particular portion of the development effort are satisfied.
If you are developing a large, complex system, you need experienced developers who understand the design and development process. You may also need a hands-on (read:coding) architect who can oversee the whole process.
Oh, and checklists (despite their traditional nature) are good too.
I'd suggest reading Alistair Cockburn's "”Agile Software Development: The Cooperative Game" - he takes quite an intelligent approach to Agile that's largely "do what gets the job done". That might help you work out how to get some kind of checklist / documentation into what you're doing without making everything horribly top-heavy.
Could some of your problems be solved by better tests? When you talked about not doing things that need to be done, my first thought was "why hasn't a test failed?" Maybe you need to look at tools for testing user interfaces? (edit: or even some small script on commit that greps code for whatever indicates the need for translation strings and checks against the files with the translations in?)
Also, can you change your design so that it's both less coupled and "forces" you to do the right thing. Perhaps making those data types implement a logging interface that the logger delegates to, or similar...?
Depending on your IDE there are various tools to help identify strings that need to be externalized, but if you are in a habit of just not putting in static strings this can be avoided.
If you need to add logging I would suggest AOP, as, at some point you will want to remove the logging code and you risk breaking the application.
But, a long-term, complex system is ideal for agile development, as, while you are developing, the needs of the client/customer may change, and you can adapt to it.
You need to ensure that the customer has feedback on a regular basis (ideally daily, and in a perfect system the customer has a rep sitting by for questions).
When I have many steps that must be done, esp for something like datatypes, I will resort to using a spreadsheet, so, you add a datatype, you add a row to the spreadsheet. Then you can track everything that needs to be done before that datatype is completely added to the application.
Have cross-component teams. That way when you add some functionality, the member(s) from the logging component will update their part and the translator(s) will update the strings.
I think it is important to understand that Agile methodology is only a process framework, not a process in itself. For example it says to follow test driven development and do pair programming but it does not say how to write the tests, or suggest a review checklist or suggest a coding guideline or say what documents to write. Those parts are entirely upto you or your organization to define and follow.
When planning a feature, you can add a engineering task called "review" and allot time for it. You could do the review task in whatever way works best for you and your organization. If pair programming doesn't work as well as a formal inspection for you, you should do formal inspections.
Do what needs to be done, but not more:
better definition of done (the definition of done is a kind of checklist to me),
better testing,
"just enough" documentation (Agile != no documentation),
etc.
Well, where I work we have QA that can catch some of the bugs if there are missing requirements or something slips through. I'm not saying the development team is intentionally putting in bugs, but as a codebase grows, it becomes harder and harder to remain nimble and thorough in checking everything.
Wikis can be useful for capturing methods used to try to get the clearest requirements. By clear I mean that the story card isn't likely to list all the requirements and that there may be discussions with an end-user or business analyst to get their understanding of what is desired. Part of our sign-offs involve getting an end-user to see the functionality and approve it before moving from the development environment.
Once every handful of sprints, we may have most of a sprint devoted to bug fixing/refactoring so that things can be cleaned up that would otherwise not get done as they aren't likely to be important. This can be cosmetic bugs or broken windows that while they have little business value initially can be useful in the long run.
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Let's say that a developer is interested in learning Scrum, but nobody else on the team is interested. I realize that Scrum is made for teams, and the process would have to be modified to fit a single person.
Is there any benefit to be gained by the developer trying Scrum, even if the team doesn't? If so, how would the process be modified to suit the situation?
I think there's benefit to be gained by any method that helps you develop goals, tasks, keep on top of work and deliver something often.
Your individual work-products would gain the same advantages that teams gain with scrum:
You'd get something done every {Sprint Iteration Period Here}, something you can hand off and say "This is now ready".
Your estimation technique will start to improve with reflection and retrospectives
You'll start to plan your day and make commitments to yourself about getting things done, so again your estimation of your capacity will increase
Retrospectives will formalize improvement of your personal work process. You'll start actively improving, removing and adapting to suit you and your individual needs.
You wouldn't be able to rely on other team members to help out, which is a bit annoying, and you wouldn't have a product owner, Scrum master or a backlog to pick tasks from. You may not even be in a position to make decisions on what to work on next. But I think the formal discipline and reflection is helpful for all craft practitioners, at all levels, alone or in groups.
And who knows, you might even inspire your team to Scrum it up once they see what great results you're getting.
I would suggest that you use Extreme Programming instead, as that works better for one programming than a decidely team-based process.
Then you can get the benefits of being more agile, but if your team is not agile then you will have some issues due to the use of a different paradigm.
For me, the biggest key was getting buy-in from my supervisor. It can be tough to try and have some sort of Sprint only to have it interupted multiple times (Supposedly XP teams handle this better, but I don't think any developer does.). Also, don't forget to include either power users (they could be testers) or members of other departments that could be used as Product Owners. I like to sit with other users and do a type of paired programming (OK they don't code) where I can ask questions while coding and do quick demos to get feedback. This helps when I'm struggling to create specs because those requesting the app are having a hard time telling me what they want.
Even if it's just you in the daily stand-up, it can be scrum.
If you compare yesterday's planned with actual and define today's plans -- without talking to other people -- that's still a kind of daily stand-up.
I'd say that what you're doing probably is scrum if you're following the daily-sprint-release cycles; even if there aren't a any other people to talk to each morning.
G'day,
For the best thing to come out of learning Scrum is the concept of involving the customer early and often. That way there are no nasty "that's actually not what we wanted" moments when you deliver to the customer after six months hard work.
HTH
cheers,