This is supposed to be an introductory presentation on Agile.
In this presentation I give some examples of heavy weight methods and their implications on your project. Then I give a quick overview of Agile methods, the rationale behind it, its origin, its values and principles. I move on to describe that what I see happening today in the industry is really waterfall in the name of Agile. I give some reasons why this is happening and then I give some pointers to move away from this flawed thinking.
Bottom line, Agile is not a Silver Bullet and don't fall pray to marketing gimmicks. Question dogmatic claims. Adapt Agile to your needs and take baby steps.
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Agile Is the New Waterfall
1. Agile (as practiced today)
is the new Waterfall
Embrace Uncertainty
Naresh Jain
naresh@agilefaqs.com
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 1
2. For me to make sense lets look at...
Some examples of heavy weight process
Lean Thinking
Origin of Agile
Agile Values and Principles
Summary of how Agile helps
Where do things go Wrong?
Naked Agile
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 2
3. Software Engineering?
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Thursday, April 30, 2009 3
4. Software Engineering?
Creating Software is a Craft.
Converting source code to
executable is the engineering bit.
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Thursday, April 30, 2009 3
5. IEEE defines Software Engineering as...
“Software Engineering is the application of
a systematic, disciplined, quantifiable
approach to development, operation and
maintenance of software: that is, the
application of engineering to software.”
IEEE Standard Computer Dictionary,
ISBN 1-55937-079-3, 1990
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Thursday, April 30, 2009 4
6. Who used Software Engineering?
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Thursday, April 30, 2009 5
7. Who used Software Engineering?
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Thursday, April 30, 2009 5
8. For the space shuttle’s operating system
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Thursday, April 30, 2009 6
9. Some Statistics
NASA’s Defect Density
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Thursday, April 30, 2009 7
10. Some Statistics
NASA’s Defect Density
The last 11 versions of the space
shuttle’s 420,000 line systems
had a total of 17 defects.
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Thursday, April 30, 2009 7
11. Some Statistics
NASA’s Defect Density
The last 11 versions of the space
shuttle’s 420,000 line systems
had a total of 17 defects.
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Thursday, April 30, 2009 7
12. One More Data Point
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Thursday, April 30, 2009 8
13. One More Data Point
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Thursday, April 30, 2009 8
14. Another real
software engineering project
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Thursday, April 30, 2009 9
15. Another real
software engineering project
Safeguard - Ballistic Missile Defense System
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Thursday, April 30, 2009 9
16. Another real
software engineering project
Safeguard - Ballistic Missile Defense System 18
20
code &
unit test
design
18 %
20 %
1969-1975, 5407 person years
reqmts
Hardware designed at the same time 20 %
20 integration
as software specs being written
testing
42 %
Late changes in requirements not an
option
42
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Thursday, April 30, 2009 9
17. Another real
software engineering project
Safeguard - Ballistic Missile Defense System 18
20
code &
unit test
design
18 %
20 %
1969-1975, 5407 person years
reqmts
Hardware designed at the same time 20 %
20 integration
as software specs being written
testing
42 %
Late changes in requirements not an
option
42
Did it Succeed?
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Thursday, April 30, 2009 9
18. Safeguard
Ballistic Missile Defense System…
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Thursday, April 30, 2009 10
19. Safeguard
Ballistic Missile Defense System…
Revised Project Statistics
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Thursday, April 30, 2009 10
20. Safeguard
Ballistic Missile Defense System…
Revised Project Statistics
The project was delivered according to specifications
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Thursday, April 30, 2009 10
21. Safeguard
Ballistic Missile Defense System…
Revised Project Statistics
The project was delivered according to specifications
Cost: $25 Billion (not adjusted)
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Thursday, April 30, 2009 10
22. Safeguard
Ballistic Missile Defense System…
Revised Project Statistics
The project was delivered according to specifications
Cost: $25 Billion (not adjusted)
1969-1975, 5407 person years
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Thursday, April 30, 2009 10
23. Safeguard
Ballistic Missile Defense System…
Revised Project Statistics
The project was delivered according to specifications
Cost: $25 Billion (not adjusted)
1969-1975, 5407 person years
Operational for 133 days - Project terminated in 1978
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Thursday, April 30, 2009 10
24. Safeguard
Ballistic Missile Defense System…
Revised Project Statistics
The project was delivered according to specifications
Cost: $25 Billion (not adjusted)
1969-1975, 5407 person years
Operational for 133 days - Project terminated in 1978
‘By the time the 6-year anti-missile system project was
completed, the new missiles were faster than the anti-
missile missiles’
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Thursday, April 30, 2009 10
25. Where did things go wrong?
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Thursday, April 30, 2009 11
26. Where did things go wrong?
Software Engineering is a heavy weight methodology and such
heavy weight methodologies characteristically are most successful
when:
Requirements are stable
Technology is well known and mature
Everything happens as one would expect
We are not taking on anything new or unknown
We have done this many times before
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Thursday, April 30, 2009 11
27. Where did things go wrong?
Software Engineering is a heavy weight methodology and such
heavy weight methodologies characteristically are most successful
when:
Requirements are stable
Technology is well known and mature
Everything happens as one would expect
We are not taking on anything new or unknown
We have done this many times before
Projects with these characteristics are few and far between.
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Thursday, April 30, 2009 11
28. Other Heavy Weight Methodologies
Heavy Weight
SEI/IEEE Project
Waterfall Standards and
Definitions
Requirements
RUP
Management
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Thursday, April 30, 2009 12
29. Other Heavy Weight Methodologies
Heavy Weight
SEI/IEEE Project
Waterfall Standards and
Definitions
Requirements
RUP
Management
Heavy weight methodologies work in some instances, but
there are high costs, and the risk in using them in
dynamic environments is high.
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Thursday, April 30, 2009 12
30. So, heavy weight methodologies don’t seem to meet our
needs
Is there an alternative?
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Thursday, April 30, 2009 13
31. Agenda for this session
Some examples of heavy weight process
Lean Thinking
Origin of Agile
Agile Values and Principles
Summary of how Agile helps
Where do things go wrong?
Naked Agile
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 14
32. Lower cost of change
through higher quality software
Traditional cost profile
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Thursday, April 30, 2009 15
33. Lower cost of change
through higher quality software
Traditional cost profile
Time spent:
• Finding defects
• Fixing Defects
• Regression Testing
• Deploying
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Thursday, April 30, 2009 15
34. Lower cost of change
through higher quality software
Traditional cost profile
Time spent:
• Finding defects
• Fixing Defects
• Regression Testing
• Deploying
More defects
found
Agile system cost profile & corrected –
causes lower
cost of defect
correction
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Thursday, April 30, 2009 15
35. Lean Thinking – Eliminate Waste
The Toyota Production System, 1988 (1978), Taichii
Ohno
Pull Scheduling - Just-in-Time Flow
Expose Problems - Stop-the-Line Culture
Study Of ‘Toyota’ Production System, 1981, Shigeo
Shingo
Non-Stock Production - Single Minute Setup
Zero Inspection – Automatic Error Detection at Every Step
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Thursday, April 30, 2009 16
36. Building Quality into the Process
Toyoda Loom
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37. Lessons from Queuing theory
Utilization (%)
Source: Beyond Agile Software Development Becoming Lean, Mary Poppendieck, Poppendieck.llc
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Thursday, April 30, 2009 18
38. Traditional Process
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Thursday, April 30, 2009 19
39. Traditional Process
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Thursday, April 30, 2009 19
40. Applying Lean Principles
to Software Development
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Thursday, April 30, 2009 20
41. Applying Lean Principles
to Software Development
End-to-End
small slices of
work
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Thursday, April 30, 2009 20
42. Applying Lean Principles
to Software Development
End-to-End
small slices of
20 % done = 100 % usable
work
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Thursday, April 30, 2009 20
43. Lean Principles applied
to Software Development
Project Plan/Estimation
Requirements Gathering
Use Cases /
Functional Specs
Design
Specifications
Code
Test
$
Fix / Integrate
Inception
$
$
$
$
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Thursday, April 30, 2009 21
44. Agenda for this session
Some examples of heavy weight process
Lean Thinking
Origin of Agile
Agile Values and Principles
Summary of how Agile helps
Where do things go wrong?
Naked Agile
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 22
45. New Methodologies Emerged
XP
FDD Scrum
Crystal Family DSDM
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46. 2000
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Thursday, April 30, 2009 24
47. 2000
XP | Extreme Programming (Kent Beck)
DSDM | Dynamic System Development Method (Dane Faulkner)
FDD | Feature Driven Development (Jeff DeLuca)
SCRUM (Ken Schwaber)
Crystal (Alistair Cockburn)
Adaptive Software Development (Jim Highsmith)
Lean Software Development (Mary Poppendieck)
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Thursday, April 30, 2009 24
49. 2001
Agile
manifesto
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Thursday, April 30, 2009 25
50. 2001
“We are uncovering better ways of developing software by doing
it and helping others do it. Through this work we have come to
value:
Agile
manifesto
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Thursday, April 30, 2009 25
51. 2001
“We are uncovering better ways of developing software by doing
it and helping others do it. Through this work we have come to
value:
Agile – Individuals and interactions OVER processes and tools.
manifesto
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Thursday, April 30, 2009 25
52. 2001
“We are uncovering better ways of developing software by doing
it and helping others do it. Through this work we have come to
value:
Agile – Individuals and interactions OVER processes and tools.
manifesto
– Working software OVER comprehensive documentation.
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Thursday, April 30, 2009 25
53. 2001
“We are uncovering better ways of developing software by doing
it and helping others do it. Through this work we have come to
value:
Agile – Individuals and interactions OVER processes and tools.
manifesto
– Working software OVER comprehensive documentation.
– Customer collaboration OVER contract negotiation.
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Thursday, April 30, 2009 25
54. 2001
“We are uncovering better ways of developing software by doing
it and helping others do it. Through this work we have come to
value:
Agile Individuals and interactions OVER processes and tools.
–
manifesto Working software OVER comprehensive documentation.
–
Customer collaboration OVER contract negotiation.
–
Responding to change OVER following a plan.
–
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Thursday, April 30, 2009 25
56. Agenda for this session
Some examples of heavy weight process
Lean Thinking
Origin of Agile
Agile Values and Principles
Summary of how Agile helps
Where do things go wrong?
Naked Agile
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 26
57. Principles behind the Manifesto
Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software.
Welcome changing requirements, even late in development. Agile
processes harness change for the customer's competitive
advantage.
Deliver working software frequently, from a couple of weeks
to a couple of months, with a preference to the shorter timescale.
Business people and developers must work together daily
throughout the project.
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Thursday, April 30, 2009 27
58. Principles behind the Manifesto...
Build projects around motivated individuals. Give them the
environment and support they need, and trust them to get the job
done.
The most efficient and effective method of conveying information to
and within a development team is face-to-face conversation.
Working software is the primary measure of progress.
Agile processes promote sustainable development. The
sponsors, developers, and users should be able to maintain a constant
pace indefinitely.
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Thursday, April 30, 2009 28
59. Principles behind the Manifesto...
Simplicity--the art of maximizing the amount of work not done--is
essential.
Continuous attention to technical excellence and good design
enhances agility.
The best architectures, requirements, and designs emerge from
self-organizing teams.
At regular intervals, the team reflects on how to become more
effective, then tunes and adjusts its behavior accordingly.
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Thursday, April 30, 2009 29
60. Agile is Designed to deal with
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61. Agile is Designed to deal with
Ziv's law - specifications will never be fully understood.
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Thursday, April 30, 2009 30
62. Agile is Designed to deal with
Ziv's law - specifications will never be fully understood.
Humphrey's law - the user will never know what they want until after the
system is in production (maybe not even then)
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Thursday, April 30, 2009 30
63. Agile is Designed to deal with
Ziv's law - specifications will never be fully understood.
Humphrey's law - the user will never know what they want until after the
system is in production (maybe not even then)
Wegner's lemma - an interactive system can never be fully specified nor
can it ever be fully tested.
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Thursday, April 30, 2009 30
64. Agile is Designed to deal with
Ziv's law - specifications will never be fully understood.
Humphrey's law - the user will never know what they want until after the
system is in production (maybe not even then)
Wegner's lemma - an interactive system can never be fully specified nor
can it ever be fully tested.
Langdon's lemma - software evolves more rapidly as it approaches chaotic
regions (taking care not to spill over into chaos)
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Thursday, April 30, 2009 30
65. Agile is Designed to deal with
Ziv's law - specifications will never be fully understood.
Humphrey's law - the user will never know what they want until after the
system is in production (maybe not even then)
Wegner's lemma - an interactive system can never be fully specified nor
can it ever be fully tested.
Langdon's lemma - software evolves more rapidly as it approaches chaotic
regions (taking care not to spill over into chaos)
Any association of predictive or defined processes
with Agile is an exercise in futility. - Jeff
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Thursday, April 30, 2009 30
66. Agenda for this session
Some examples of heavy weight process
Lean Thinking
Origin of Agile
Agile Values and Principles
Summary of how Agile helps
Where do things go wrong?
Naked Agile
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 31
67. Use of Agile Methods
Helps handle changing requirements & priorities
Lowers cost of change
Provides better visibility into project progress
Reduces risk
Maximizes Return on Investment (business value prioritized)
Encourages higher quality, simpler code
Delivers business value early & often
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Thursday, April 30, 2009 32
68. But...with....
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69. But...with....
Courage!!
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Thursday, April 30, 2009 33
70. But...with....
Courage!!
Constant Business involvement
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Thursday, April 30, 2009 33
71. But...with....
Courage!!
Constant Business involvement
A need for more Discipline
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Thursday, April 30, 2009 33
72. But...with....
Courage!!
Constant Business involvement
A need for more Discipline
Greater emphasis on Testing
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Thursday, April 30, 2009 33
73. But...with....
Courage!!
Constant Business involvement
A need for more Discipline
Greater emphasis on Testing
Whole Organization Involvement
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Thursday, April 30, 2009 33
74. But...with....
Courage!!
Constant Business involvement
A need for more Discipline
Greater emphasis on Testing
Whole Organization Involvement
Last but not the least, with an OPEN MIND
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Thursday, April 30, 2009 33
75. Agenda for this session
Some examples of heavy weight process
Lean Thinking
Origin of Agile
Agile Values and Principles
Summary of how Agile helps
Where do things go wrong?
Naked Agile
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 34
76. So what makes Agile the new Waterfall?
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Thursday, April 30, 2009 35
77. So what makes Agile the new Waterfall?
Do you really think this is how companies are adopting Agile?
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Thursday, April 30, 2009 35
78. So what makes Agile the new Waterfall?
Do you really think this is how companies are adopting Agile?
Mass adoption of Scrum/XP across the organization
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Thursday, April 30, 2009 35
79. So what makes Agile the new Waterfall?
Do you really think this is how companies are adopting Agile?
Mass adoption of Scrum/XP across the organization
What about Organizational Transformation & Cultural Changes?
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Thursday, April 30, 2009 35
80. So what makes Agile the new Waterfall?
Do you really think this is how companies are adopting Agile?
Mass adoption of Scrum/XP across the organization
What about Organizational Transformation & Cultural Changes?
Unreasonable, false expectations
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Thursday, April 30, 2009 35
81. So what makes Agile the new Waterfall?
Do you really think this is how companies are adopting Agile?
Mass adoption of Scrum/XP across the organization
What about Organizational Transformation & Cultural Changes?
Unreasonable, false expectations
Making Agile a very prescriptive, consistent PROCESS
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Thursday, April 30, 2009 35
82. So what makes Agile the new Waterfall?
Do you really think this is how companies are adopting Agile?
Mass adoption of Scrum/XP across the organization
What about Organizational Transformation & Cultural Changes?
Unreasonable, false expectations
Making Agile a very prescriptive, consistent PROCESS
Process and Tools OVER Teams and their needs
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Thursday, April 30, 2009 35
83. So what makes Agile the new Waterfall?
Do you really think this is how companies are adopting Agile?
Mass adoption of Scrum/XP across the organization
What about Organizational Transformation & Cultural Changes?
Unreasonable, false expectations
Making Agile a very prescriptive, consistent PROCESS
Process and Tools OVER Teams and their needs
Scrum Masters and Coaches are the new Process Police (Silver Bullet)
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Thursday, April 30, 2009 35
84. So what makes Agile the new Waterfall?
Do you really think this is how companies are adopting Agile?
Mass adoption of Scrum/XP across the organization
What about Organizational Transformation & Cultural Changes?
Unreasonable, false expectations
Making Agile a very prescriptive, consistent PROCESS
Process and Tools OVER Teams and their needs
Scrum Masters and Coaches are the new Process Police (Silver Bullet)
Business model built around Agile
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 35
85. So what makes Agile the new Waterfall?
Do you really think this is how companies are adopting Agile?
Mass adoption of Scrum/XP across the organization
What about Organizational Transformation & Cultural Changes?
Unreasonable, false expectations
Making Agile a very prescriptive, consistent PROCESS
Process and Tools OVER Teams and their needs
Scrum Masters and Coaches are the new Process Police (Silver Bullet)
Business model built around Agile
Certification
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Thursday, April 30, 2009 35
86. So what makes Agile the new Waterfall?
Do you really think this is how companies are adopting Agile?
Mass adoption of Scrum/XP across the organization
What about Organizational Transformation & Cultural Changes?
Unreasonable, false expectations
Making Agile a very prescriptive, consistent PROCESS
Process and Tools OVER Teams and their needs
Scrum Masters and Coaches are the new Process Police (Silver Bullet)
Business model built around Agile
Certification
Tools vendors
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 35
87. So what makes Agile the new Waterfall?
Do you really think this is how companies are adopting Agile?
Mass adoption of Scrum/XP across the organization
What about Organizational Transformation & Cultural Changes?
Unreasonable, false expectations
Making Agile a very prescriptive, consistent PROCESS
Process and Tools OVER Teams and their needs
Scrum Masters and Coaches are the new Process Police (Silver Bullet)
Business model built around Agile
Certification
Tools vendors
Training and Coaching by non-practitioners
Licensed Under Creative Commons by Naresh Jain
Thursday, April 30, 2009 35
88. So what makes Agile the new Waterfall?
Do you really think this is how companies are adopting Agile?
Mass adoption of Scrum/XP across the organization
What about Organizational Transformation & Cultural Changes?
Unreasonable, false expectations
Making Agile a very prescriptive, consistent PROCESS
Today Agile seems to be full oftheir needs
Process and Tools OVER Teams and Ceremony and Dogmatism
Scrum Masters and Coaches are the new Process Police (Silver Bullet)
Business model built around Agile
Certification
Tools vendors
Training and Coaching by non-practitioners
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Thursday, April 30, 2009 35
89. Where do things go wrong?
Lack of understanding of software development
Software development is not
a Manufacturing process
an Engineering or Construction process
Ziv, Humphrey, Wegner's laws and Langdon's lemma
Mythical man month
Gold rush
Lack of theoretical understanding of the underlying principles
Myths and Fallacies
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Thursday, April 30, 2009 36
90. Theory to understand why Agile works
Theory of Constraints and Lean Thinking
Complex adaptive systems: the science of uncertainty
Cognitive science: the nature of human decision making
Evolutionary psychology & anthropology: the origins of
social interaction & its nature
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Thursday, April 30, 2009 37
91. Cynefin Framework
Dave Snowden, Cognitive Edge
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92. Project Design based on Cynefin
Dave Snowden, Cognitive Edge
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Thursday, April 30, 2009 39
93. Agenda for this session
Some examples of heavy weight process
Lean Thinking
Origin of Agile
Agile Values and Principles
Summary of how Agile helps
Where do things go wrong?
Naked Agile
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Thursday, April 30, 2009 40
94. Introducing “Naked Agile”
Naked Agile: True essence of Agile without the Process Crap
(ceremony and dogmatism)
The Bloat Effect
Iterations and Time-boxes are high ceremony
Cease Inspection; Who needs a separate QA Team
Requirements Considered Harmful
Estimations Considered Harmful
Projecting Velocity is Useless
Simple Design;Yes Simple not Simply Design & Coding is NOT Programming
TDD is not about Testing & TDD is not limited to Unit-tests
Agile != Rapid Software Development; Embrace Simplicity (Art of maximizing work
not done)
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Thursday, April 30, 2009 41
95. Questions? Thank You
naresh@agilefaqs.com
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Thursday, April 30, 2009 42