Agile success and failure stories are now plentiful and much can be learned from these experiences. Many examples cover a short duration. Our team formed over eight years ago and the core group is still together. Of the initial eight developers on the team, six remain on the team and the other two remain with the company. In our ninth year, the team and product have grown and continued to succeed working in one growing source code base. What have been the growing pains? Are we still Agile? What has changed along the way? This paper discusses some of the issues we faced and decisions made as this Agile team grew and evolved.
{"title":"The Bold, New Extreme Programming Experiment Now in its Ninth Year","authors":"B. Spears","doi":"10.1109/AGILE.2009.61","DOIUrl":"https://doi.org/10.1109/AGILE.2009.61","url":null,"abstract":"Agile success and failure stories are now plentiful and much can be learned from these experiences. Many examples cover a short duration. Our team formed over eight years ago and the core group is still together. Of the initial eight developers on the team, six remain on the team and the other two remain with the company. In our ninth year, the team and product have grown and continued to succeed working in one growing source code base. What have been the growing pains? Are we still Agile? What has changed along the way? This paper discusses some of the issues we faced and decisions made as this Agile team grew and evolved.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"36 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122726073","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Yahoo! is a great proving ground for Agile. Since the introduction of Agile methods and practices into the company over five years ago, many contests of the Agile process have played out across the expansive Yahoo! software development landscape. Throughout its history, the spirit of Agile has survived, often in surprising and unexpected ways. Whether being mandated from the executive-level or arising from self-motivated small teams, one theme is constant - Agile has embedded itself into the DNA of Yahoo!. And to the present day, Agile continues to emerge and re-emerge in many forms from the dedicated individuals who use the tools of Agile to create some of the most innovative user experiences on the Internet. This paper offers an informal retrospective of the relative successes and failures of enterprise Agile adoption at Yahoo! from the period 2004 to 2009.
{"title":"Agile at Yahoo! From the Trenches","authors":"Mun-Wai Chung, B. Drummond","doi":"10.1109/AGILE.2009.41","DOIUrl":"https://doi.org/10.1109/AGILE.2009.41","url":null,"abstract":"Yahoo! is a great proving ground for Agile. Since the introduction of Agile methods and practices into the company over five years ago, many contests of the Agile process have played out across the expansive Yahoo! software development landscape. Throughout its history, the spirit of Agile has survived, often in surprising and unexpected ways. Whether being mandated from the executive-level or arising from self-motivated small teams, one theme is constant - Agile has embedded itself into the DNA of Yahoo!. And to the present day, Agile continues to emerge and re-emerge in many forms from the dedicated individuals who use the tools of Agile to create some of the most innovative user experiences on the Internet. This paper offers an informal retrospective of the relative successes and failures of enterprise Agile adoption at Yahoo! from the period 2004 to 2009.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128462241","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In 2007 I started work as a tester for a company called Socialtext. When I joined the company there was already a Selenium-based test framework in place, but there were only a couple of automated test cases created; we had about 400 test steps, or individual assertions about the behavior of the application. When I left Socialtext two years later, we had just surpassed 10,000 test steps in the main set of regression tests. We also had browser-specific test sets in place, an automated test case for visually checking the application, and a Continuous-Integration-like script that ran all day and all night against the latest version of the code. At about 4000 test steps, regression bugs released to production dropped essentially to zero. The other 6000 test steps covered ongoing new features in the project, and more robust testing of the older application functions. This report discusses how I helped grow this system, and the things we learned along the way that helped it be such a successful ongoing project. The report covers initial conditions and test design; discusses issues in application feature coverage; how and when to grow the system quickly; a couple of test design smells that caused us problems along the way; how we treat Continuous Integration in a system like this; and how we coped when significant parts of the User Interface were completely re-engineered.
{"title":"History of a Large Test Automation Project Using Selenium","authors":"C. McMahon","doi":"10.1109/AGILE.2009.9","DOIUrl":"https://doi.org/10.1109/AGILE.2009.9","url":null,"abstract":"In 2007 I started work as a tester for a company called Socialtext. When I joined the company there was already a Selenium-based test framework in place, but there were only a couple of automated test cases created; we had about 400 test steps, or individual assertions about the behavior of the application. When I left Socialtext two years later, we had just surpassed 10,000 test steps in the main set of regression tests. We also had browser-specific test sets in place, an automated test case for visually checking the application, and a Continuous-Integration-like script that ran all day and all night against the latest version of the code. At about 4000 test steps, regression bugs released to production dropped essentially to zero. The other 6000 test steps covered ongoing new features in the project, and more robust testing of the older application functions. This report discusses how I helped grow this system, and the things we learned along the way that helped it be such a successful ongoing project. The report covers initial conditions and test design; discusses issues in application feature coverage; how and when to grow the system quickly; a couple of test design smells that caused us problems along the way; how we treat Continuous Integration in a system like this; and how we coped when significant parts of the User Interface were completely re-engineered.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130418449","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
A splendid way to know if you will succeed at agile in the workplace is to be guided by an agile experience in a volunteer organization, where little is masked. Volunteers became volunteers because, despite jobs, families and sundry other time-consuming responsibilities, they see a unique reward from the donation of their time and efforts. The danger of the workplace is that, rather than keeping the eye on the prize, it is too easy for someone to replace the underlying motivational reward by the paycheck. This report shows how a volunteer organization was able to experience and learn the power of agile values.
{"title":"We Are Naked Volunteers: How an Agile Users Group Rediscovered Itself","authors":"Ron Morsicato","doi":"10.1109/AGILE.2009.11","DOIUrl":"https://doi.org/10.1109/AGILE.2009.11","url":null,"abstract":"A splendid way to know if you will succeed at agile in the workplace is to be guided by an agile experience in a volunteer organization, where little is masked. Volunteers became volunteers because, despite jobs, families and sundry other time-consuming responsibilities, they see a unique reward from the donation of their time and efforts. The danger of the workplace is that, rather than keeping the eye on the prize, it is too easy for someone to replace the underlying motivational reward by the paycheck. This report shows how a volunteer organization was able to experience and learn the power of agile values.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"43 3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121647774","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
We report on our experiences from two commercial projects conducted under a new form of contract that supports agile development and encourages efficient collaboration between customer and supplier. We show actual extracts from our contracts and describe how to adjust a contract to specific project conditions.
{"title":"Collaborative Agile Contracts","authors":"Lars Thorup, Bent Jensen","doi":"10.1109/AGILE.2009.19","DOIUrl":"https://doi.org/10.1109/AGILE.2009.19","url":null,"abstract":"We report on our experiences from two commercial projects conducted under a new form of contract that supports agile development and encourages efficient collaboration between customer and supplier. We show actual extracts from our contracts and describe how to adjust a contract to specific project conditions.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"237 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114752902","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
A major challenge for software organizations is creating software that can continue to adapt and change over time, a code base the team can live with. This paper reviews the lessons learned from CruiseControl, a popular tool for continuous integration. CruiseControl is an open source success story not only because it has had over 400,000 downloads but also because it includes contributions from over 200 different people. For practitioners who are tired of brittle code that must be discarded and rewritten CruiseControl provides valuable lessons.
{"title":"Creating Habitable Code: Lessons in Longevity from CruiseControl","authors":"Paul Julius, Jeffrey Fredrick","doi":"10.1109/AGILE.2009.21","DOIUrl":"https://doi.org/10.1109/AGILE.2009.21","url":null,"abstract":"A major challenge for software organizations is creating software that can continue to adapt and change over time, a code base the team can live with. This paper reviews the lessons learned from CruiseControl, a popular tool for continuous integration. CruiseControl is an open source success story not only because it has had over 400,000 downloads but also because it includes contributions from over 200 different people. For practitioners who are tired of brittle code that must be discarded and rewritten CruiseControl provides valuable lessons.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"148 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114787008","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Values can be powerful forces when applied to a small company. From their seed personalized practices are grown. By starting with agile values and then making them your own, you can instill a creative force for change and adaptation, a necessary ingredient for success. Traditional agile practices become personalized through iterative improvement measured against these values. Different teams can create new practices that are applicable to their disciplines. Most importantly, values defined at the outset can frame every conversation and decision, growing a culture oriented towards rapid execution and shared vision.
{"title":"Growing an Agile Culture from Value Seeds","authors":"Paul Ingalls, Troy Frever","doi":"10.1109/AGILE.2009.42","DOIUrl":"https://doi.org/10.1109/AGILE.2009.42","url":null,"abstract":"Values can be powerful forces when applied to a small company. From their seed personalized practices are grown. By starting with agile values and then making them your own, you can instill a creative force for change and adaptation, a necessary ingredient for success. Traditional agile practices become personalized through iterative improvement measured against these values. Different teams can create new practices that are applicable to their disciplines. Most importantly, values defined at the outset can frame every conversation and decision, growing a culture oriented towards rapid execution and shared vision.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127849729","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The initial definition of XP resulted in many people interpreting the on-site customer to be a single person. We have conducted extensive qualitative research studying XP teams, and one of our research questions was “who is the customer”? We found that, rather than a single person, a customer team always exists. In this paper we outline the different roles that were typically on the team, which range from the recognized “Acceptance Tester” role to the less recognized roles of “Political Advisor” and “Super-Secretary”.
{"title":"The XP Customer Team: A Grounded Theory","authors":"Angela Martin, R. Biddle, J. Noble","doi":"10.1109/AGILE.2009.70","DOIUrl":"https://doi.org/10.1109/AGILE.2009.70","url":null,"abstract":"The initial definition of XP resulted in many people interpreting the on-site customer to be a single person. We have conducted extensive qualitative research studying XP teams, and one of our research questions was “who is the customer”? We found that, rather than a single person, a customer team always exists. In this paper we outline the different roles that were typically on the team, which range from the recognized “Acceptance Tester” role to the less recognized roles of “Political Advisor” and “Super-Secretary”.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"307 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114807263","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This experience report, by a project’s technical architect, details the adoption of Agile methods across several teams after one high profile success. The organization had a long history of waterfall development and a clearly defined remit for technical architects. Years of refinement had led to a set of techniques which contradicted many of the ideals held by Agile practitioners. The author’s challenge was to maintain agility and fulfill responsibilities inherited from waterfall processes without reverting to the conventional practices that ultimately lead to the architect’s ivory tower.
{"title":"Descending from the Architect's Ivory Tower","authors":"A. Rendell","doi":"10.1109/AGILE.2009.17","DOIUrl":"https://doi.org/10.1109/AGILE.2009.17","url":null,"abstract":"This experience report, by a project’s technical architect, details the adoption of Agile methods across several teams after one high profile success. The organization had a long history of waterfall development and a clearly defined remit for technical architects. Years of refinement had led to a set of techniques which contradicted many of the ideals held by Agile practitioners. The author’s challenge was to maintain agility and fulfill responsibilities inherited from waterfall processes without reverting to the conventional practices that ultimately lead to the architect’s ivory tower.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116911855","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
What happens when your organization practices Agile software development for many years? Well, you get pretty good at Agile and you are able to apply Agile with reducing effort on challenging projects. But there is another interesting outcome which is that your people internalize Agile values, so much so that Agile becomes second-nature to everyone! In this paper we will show you how our culture is infected with Agile thinking, we will show you how we apply Agile to many “non-software” development activities like training- sessions, recruitment, staffing, office reforms, strategic decision making and more.
{"title":"A Peek into an Agile Infected Culture","authors":"Chirag Doshi, Dhaval Doshi","doi":"10.1109/AGILE.2009.65","DOIUrl":"https://doi.org/10.1109/AGILE.2009.65","url":null,"abstract":"What happens when your organization practices Agile software development for many years? Well, you get pretty good at Agile and you are able to apply Agile with reducing effort on challenging projects. But there is another interesting outcome which is that your people internalize Agile values, so much so that Agile becomes second-nature to everyone! In this paper we will show you how our culture is infected with Agile thinking, we will show you how we apply Agile to many “non-software” development activities like training- sessions, recruitment, staffing, office reforms, strategic decision making and more.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129756568","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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