Organizational Patterns of Agile Software Development

Organizational Patterns of Agile Software Development

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Access provided by: anon Sign Out. Patterns usually form a network having relationships among them to support users understand and utilize patterns efficiently and effectively.

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However little is known about the nature of pattern networks, such as how are organizational patterns different from other patterns from the viewpoint of centrality. To clarify such characteristics, we mine a network consisting patterns including 15 organizational patterns from an existing online pattern repository called Portland Pattern Repository.

The reason is that, during the process of design, it is fundamentally impossible to know the requirements until you start building something. This is well-established in practice and in the literature I can send you citations off-line. People cheat -- and that's a good thing. So Neil and I say: instead of saying we're doing one thing, and then cheat most of the time, why don't we just document what it is we actually do that works?

Waterfall is a bad fit for empirical practice most of the time while agile fits. See this ICSP2 paper. For those teams, which are building life-critical software and done on a contract probably awarded to the lowest bidder, some patterns were probably impossible -- like Domain Expertise in Roles.

ISBN 13: 9780131467408

On the other hand money wasn't an object. It raises the image in my head of unlimited unskilled workers with unlimited money, and it ain't pretty. That can work at very large scales thousands or tens of thousands of programmers but not on a project team. If it costs ten times as much as an agile project would have cost, I am not interested in that kind of success. In most cases projects have proven that they can develop in an agile mode and deliver more quickly and accurately than analogous projects administered under waterfall.

Boehm came to the same conclusion and advocates spiral. If you already know requirements -- because you've actually built one of the things -- then you know what you need to know to avoid the upstream loops. But if that's the case, waterfall doesn't really help you: it's just that it doesn't hurt you as much as it does in a greenfield design. Pound for pound it's still probably more expensive than the analogous agile development would be.

Perhaps I should drive home the first point a little more emphatically. I will say -- and I'm pretty sure that Richard Gabriel has said -- that I have never seen a non-trivial project successfully work forward from requirements to an implementation using waterfall techniques. Many projects say that they do -- but that is usually the manager talking, or the process weenies, and a quick check with the engineers easily invalidates those myths.

I have never seen a project without some element of the agile practices in it. Even if you can name the odd exception, I'll bet you can count such exceptions on a very few fingers. Ilja Preuss. Often it's even: if it delivers what was called for in the requirements documents, it's called a success. Jim Bracks. To James and Neil Does the book include any detailed case study of some successful project?

Thanks Regards Jim.

Sure does, Jim -- two whole chapters. One chapter concerns Quattro Pro for Windows. That project, and the ensuing Dr. Dobb's article I wrote, were a shot heard round the world. People realized they didn't need to cater to onerous management practices any more, and the Agile revolution was born. So as Linda Rising would say, "they were Agile before Agile was cool. At the beginning of each chapter there is a sequence drawn from a real project.

Not all of these sequences have rosy outcomes, but that's the real world. We're not in the business of pulling the wool over peoples' eyes. But we will and do tell you what really can, does, and did happen.

One project where the patterns played a crucial role was in the turnaround of ParcPlace Systems before it merged with Digitalk and tanked. Alvin chew. Well, as you can imagine, it depends on the culture of your own organization right now. Different organizations need different patterns, and perhaps more significantly, are ready for different patterns. The good thing is that most of the patterns can be applied one at a time.

Holler if you want explanations of any or all of them. I think I can imagine what most of them are about. But I'm not sure about Domain Expertise In Roles and Function Owner and Component Owner although both sound interesting and relevant to something my team is currently struggling with.

So if you could please elaborate on those. Spreading expertise across roles complicates communication patterns. It makes it difficult for a developer or other project member to know who to turn to for answers to domain-specific requirements and design questions. Some considerations are these: If you organize teams by components, functions suffer, and vice versa. You may be organized by function or use case, with no component ownership.

On the other hand, you may be organized by class or component, with no function or use case ownership. In either case you the the same question: "What happens when two people need to program the same function? The components must be shared across the teams. If you just assign function owners, the components become shared, and lose their identity and integrity. But if you have only component owners, the functions become orphans. Who makes sure they get done? I don't think I understand what that means, sorry. Can you perhaps elaborate by explaining a small example?

If I understand that correctly, for example in an XP team we would have owners of user stories, who make sure that a feature is implemented in a coherent way regarding, for example, usability ; and owners of software components e. Domain Expertise in Roles means that for any key competency, there is a person who embodies it. This encourages a culture of ownership, pride, identity and accountability. It also nurtures excellence through specialization rather than trying to make everyone a generalist. Too many methods cater to managers' fears of losing key people, so few methods count on, encourage, or even allow domain excellence.

Presentation: "Organizational Patterns and Scrum: Fine-tuning your Agile Implementation"

Based on what we've found empirically, they're wrong. Role normatization is a key component of culture. Culture exists to reduce the energy necessary to get anything done, particularly in high-context cultures. Specialization and well-identified loci of expertise reduce the time it takes to find the oracle to guide you to the end of a bug or completion of a feature. It allows effective pairwise interaction, which is better than ineffective pairwise interaction or frequent n-ary interactions. To them there is only corporate ownership; to me, something that is owned by everyone is owned by no one.

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If someone owns a user story, that's fantastic! To them there is only corporate ownership; In both "Extreme Programming Explained, 1st ed. Current advice seems to go more along the way of totally dropping tasks from the plan and simply use small enough user stories instead. So we'd actually have individual ownership of stories.

They seem to do well, but it's probably not something for everyone, and certainly not mainstream. Your impression is more right when it comes to code component ownership. It's just that it isn't formalized, and noone is hold from gaining knowledge or contributing decisions about some code just because someone else owns it.

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With all due respect, but perhaps that's only true for you because you think it is true? That leads to good feelings and good morale, but it's not conducive to action or to business goals--at least, that's what we found over the ten years of studying stuff like this. We usually found these in two places: 1.

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