Managing Iterative Software Development Projects

by Bittner, Kurt; Spence, Ian

• ISBN13: 9780321268891
• ISBN10: 032126889X
• Edition: 1st
• Format: Paperback
• Copyright: 2006-06-27
• Publisher: Addison-Wesley Professional

Summary

The Practical, Start-to-Finish Guide to Planning and Leading Iterative Software Projects Iterative processes have gained widespread acceptance because they help software developers reduce risk and cost, manage change, improve productivity, and deliver more effective, timely solutions. But conventional project management techniques donrs"t work well in iterative projects, and newer iterative management techniques have been poorly documented. Managing Iterative Software Development Projects is the solution: a relentlessly practical guide to planning, organizing, estimating, staffing, and managing any iterative project, from start to finish. Leading iterative development experts Kurt Bittner and Ian Spence introduce a proven, scalable approach that improves both agility and control at the same time, satisfying the needs of developers, managers, and the business alike. Their techniques are easy to understand, and easy to use with any iterative methodology, from Rational Unified Process to Extreme Programming to the Microsoft Solutions Framework. Whatever your roleteam leader, program manager, project manager, developer, sponsor, or user representativethis book will help you Understand the key drivers of success in iterative projects Leverage "time boxing" to define project lifecycles and measure results Use Unified Process phases to facilitate controlled iterative development Master core concepts of iterative project management, including layering and evolution Create project roadmaps, including release plans Discover key patterns of risk management, estimation, organization, and iteration planning Understand what must be controlled centrally, and what you can safely delegate Transition smoothly to iterative processes Scale iterative project management from the smallest to the largest projects Align software investments with the needs of the business Whether you are interested in software development using RUP, OpenUP, or other agile processes, this book will help you reduce the anxiety and cost associated with software improvement by providing an easy, non-intrusive path toward improved resultswithout overwhelming you and your team.

Author Biography

Kurt Bittner works for IBM on software development solutions strategy. In a career spanning 24 years, he has successfully applied an iterative approach to software development in a number of industries and problem domains. He was a member of the original team that developed the IBM Rational Unified Process and is a co-author with Ian Spence of Use Case Modeling, published by Addison-Wesley in 2002.

 

Ian Spence is a chief scientist and principle consultant at Ivar Jacobson Consulting, specializing in the adoption of the Unified Process and the iter­ative, use-case driven approach that it recommends. He has more than 20 years of experience in the software industry, including more than 10 years of experience in managing and participating in iterative projects. He is cur­rently involved in the development of the next generation of lightweight software development processes and is a co-author with Kurt Bittner of Use Case Modeling, published by Addison-Wesley in 2002.

 

Table of Contents

Foreword	xix
Preface	xxiii
Acknowledgments	xxxiii
PART I THE PRINCIPLES OF ITERATIVE PROJECT MANAGEMENT	1	(156)
What Is Iterative Development?	3	(40)
Iterating and the Scientific Method	4	(2)
What Is an Iteration?	6	(6)
The Iteration Is a Self-Contained Mini-Project	6	(2)
The Iteration Has a Distinct Set of Activities	8	(1)
Each Iteration Results in a ``Release''	9	(2)
The Defining Characteristics of Iterative Development	11	(1)
The Iterative Experience	12	(28)
Iterating from the Core Development Team Perspective	13	(7)
Iterating from the Customer Perspective	20	(12)
Iterating from the Management Team Perspective	32	(8)
Summary	40	(3)
How Do Iterative Projects Function?	43	(34)
Iterative Development: Maximizing the Chances of Project Success	44	(8)
Defining Project Success	44	(4)
Success and the Iterative Project	48	(2)
Success and the Iteration: Gathering Evidence of Project Success	50	(2)
The Key Characteristics of a Successful Iterative Project	52	(22)
Demonstrable, Objectively Measured Progress	52	(5)
Avoiding ``Feature Creep''	57	(1)
Incrementally Increasing Functionality	58	(2)
Continuously Improving Quality	60	(2)
Continuous Risk Reduction	62	(2)
Controlling Change	64	(1)
Increasingly Accurate Estimates	65	(5)
Increasing Enthusiasm, Morale, Collaboration, and Effective Teamwork	70	(2)
Convergence on an Accurate Business Solution	72	(2)
Summary	74	(3)
Controlling Iterative Projects	77	(46)
The Variables That Shape Projects: Scope, Quality, Time, and Cost	79	(2)
Stakeholders: The Real Drivers of Project Success	81	(1)
Controlling Individual Iterations	82	(10)
Time Boxing	83	(6)
Scope Boxing	89	(2)
Guidelines for Controlling Iterations	91	(1)
Controlling the Project as a Whole	92	(7)
The Importance of Phases and Milestones	95	(2)
Iterations, Phases, and Milestones	97	(2)
The Unified Process Phases	99	(10)
The Inception Phase	99	(1)
The Elaboration Phase	100	(1)
The Construction Phase	100	(2)
The Transition Phase	102	(1)
Alternative Views of the Phases and Milestones	102	(5)
Common Misconceptions About the Unified Process Lifecycle	107	(2)
Objective Measurement of Results: Controlling the Iterations Within the Project Lifecycle	109	(1)
Measurement and Iterations: Feedback Control for Projects	110	(9)
Measurement and Phases	112	(6)
Controlling the Project Through Measurement	118	(1)
Summary	119	(4)
Are You Ready for Iterative Project Management?	123	(34)
Value Delivery: The Key to Success	125	(6)
Iterations Focus on Delivering Value	126	(1)
Use Cases: Unifying the Iterative Development Approach	127	(1)
Desired Outcomes, Risks, Scenarios, and Iteration Planning	128	(3)
Team Building for an Iterative Project	131	(11)
Team Skills and Attitudes	132	(1)
The Leadership Team	133	(4)
The Role of Architecture: Providing a Firm Foundation	137	(3)
Working with the Extended Team	140	(1)
Iterative Attitudes and Values	141	(1)
Changing the Way You Think About Planning	142	(12)
Conventional Planning Wisdom	143	(2)
Why Conventional Planning Wisdom Is Wrong When Applied to Software	145	(2)
Progressive Thinking About Planning	147	(2)
Comparing the Two Approaches	149	(3)
Seven Habits of Successful Iterative Project Managers	152	(2)
Summary	154	(3)
PART II PLANNING AND MANAGING AN ITERATIVE PROJECT	157	(298)
A Layered Approach to Planning and Managing Iterative Projects	159	(44)
The Management Layers	161	(4)
The Program Management Layer	163	(1)
The Overall Project Management Layer	163	(1)
The Development Layer	164	(1)
The Iteration Layer	164	(1)
The Role of the Layers	165	(1)
Planning Through the Layers	165	(14)
Positioning the Unified Process Lifecycle	167	(2)
Layering the Plans and Milestones	169	(8)
Positioning the Other Key Management Artifacts	177	(2)
Distributing the Management Responsibilities	179	(7)
Key Management Roles	179	(2)
Assigning Management Responsibilities	181	(4)
Working as an Integrated Management Team	185	(1)
Management Through the Layers	186	(13)
Tolerances Through the Layers	186	(2)
Estimating Through the Layers	188	(5)
Monitoring and Control	193	(6)
Summary	199	(4)
Overall Project Planning	203	(40)
Evolution and Release Planning	205	(10)
Balancing Risks Across Multiple Evolutions	207	(2)
Handling Sequential Evolutions	209	(1)
Planning for Multiple Evolutions	210	(1)
Factors That Affect the Number of Evolutions	211	(2)
The Composition of the Overall Project Plan	213	(1)
The Style of the Overall Project Plan	214	(1)
The Principles of Lifecycle Planning	215	(7)
The Importance of Balance	221	(1)
Applying the Principles to Overall Project Planning	222	(20)
Principle 1: Understand the Desired Outcomes	223	(2)
Principle 2: Identify and Assess Risks	225	(2)
Principle 3: Set the Management Strategy	227	(1)
Principle 4: Create an Achievement-Based Roadmap	228	(2)
Principle 5: Understand the Solution and Its Scope	230	(1)
Principle 6: Assess and Estimate the Work to Be Done	231	(3)
Principle 7: Secure Agreement on the Project Plan(s)	234	(4)
Principle 8: Facilitate the Execution of the Plan(s)	238	(3)
Principle 9: Iteratively Evolve and Challenge the Plan(s)	241	(1)
Summary	242	(1)
Evolution and Phase Planning	243	(48)
What Happens Inside an Evolution?	244	(14)
Balancing Breadth and Depth Across the Phases	244	(2)
The Type of Release Produced Varies by Phase	246	(2)
Effort and Schedule Across the Phases	248	(3)
Iteration Duration and Frequency	251	(5)
Forces That Add Iterations and Extend Phases	256	(1)
Staying on Schedule	257	(1)
Planning an Evolution	258	(17)
Bootstrapping the Evolution Plan	259	(3)
Evolution Iteration Patterns	262	(9)
Evolving the Evolution Plan	271	(4)
Working with the Disciplines and Artifacts	275	(7)
Estimating and Work Breakdown Structures	282	(6)
Estimating Effort	283	(2)
Staffing Levels and Skill Sets	285	(3)
Adapting and Revising the Estimates and the Plans	288	(1)
Summary	288	(3)
Iteration Planning	291	(48)
Agreeing on the Iteration Plan	292	(21)
Assessing the Current State of Project Risks	293	(3)
Agreeing on the Scope of the Iteration	296	(11)
Agreeing on the Iteration Evaluation Criteria	307	(4)
Pulling It All Together into a Simple Plan	311	(2)
Planning the Execution of the Iteration	313	(20)
Agreeing upon the Approach to Be Taken	313	(2)
Defining Iteration Milestones	315	(3)
Agreeing Upon the Work Allocation	318	(2)
Agreeing Upon When Assessments Will Take Place	320	(1)
Presenting the Detail as Part of the Iteration Plan	321	(1)
Patterns for Iteration Planning	322	(1)
Iterations in the Inception Phase	322	(2)
Iterations in the Elaboration Phase	324	(3)
Iterations in the Construction Phase	327	(3)
Iterations in the Transition Phase	330	(2)
Using the Iteration Planning Patterns	332	(1)
Executing the Iteration Plan	333	(4)
Planning the Iteration	334	(1)
Leading the Team	334	(1)
Protecting the Team	335	(1)
Adjusting the Plans	336	(1)
Monitoring and Assessing the Iteration	336	(1)
Summary	337	(2)
Iteration, Phase, and Project Assessments	339	(54)
Assessing Iterations	341	(16)
Assessing ``In Flight''	342	(3)
The Assessment Process	345	(5)
Assessing from Different Perspectives	350	(5)
Planning the Iteration Assessment	355	(2)
Concluding an Iteration	357	(13)
Measurement and Analysis	357	(4)
Conducting the Iteration Acceptance Review and Recording the Results of the Iteration	361	(3)
Common Iteration Problems	364	(5)
Acting On the Iteration Assessment Results	369	(1)
Assessing Phases	370	(16)
The Phase Assessment Process	372	(2)
Planning a Phase Assessment	374	(2)
Assessing the Inception Phase	376	(2)
Assessing the Elaboration Phase	378	(1)
Assessing the Construction Phase	379	(3)
Assessing the Transition Phase	382	(2)
Concluding a Phase	384	(2)
Project Assessments	386	(4)
The Project Assessment Process	387	(1)
Handling Exceptions	388	(1)
Providing Additional Management Control Points	388	(1)
Post-Project Reviews	388	(2)
Reviewing the Overall Project	390	(1)
Summary	390	(3)
A Scalable Approach to Managing Iterative Projects	393	(36)
Managing Small Projects	394	(2)
How Small Is Small?	396	(1)
Scaling Up the Project	397	(15)
The ``Core Architecture Team'' Pattern	398	(3)
The ``Core Project'' Pattern	401	(2)
The ``Control Project'' Pattern	403	(9)
Delivering Incremental Business Value	412	(10)
Staged Delivery of Business Value	412	(3)
Aligning Stages and Evolutions	415	(2)
Handling Sequential and Parallel Evolutions	417	(3)
Assessing Stages	420	(2)
Projects and Programs	422	(5)
Organizing Programs Using Stages	423	(4)
The Important Role of Architecture	427	(1)
Summary	427	(2)
Getting Started with Iterative Project Management	429	(26)
Embarking on Your First Iterative Project	430	(13)
Why Iterate?	430	(2)
Potential Barriers to the Adoption of Iterative Practices	432	(3)
Communicating the Goals of Change	435	(2)
Determining the Pace of Change	437	(1)
Dealing with Skepticism	437	(1)
Starting with Just Iterative Development	438	(2)
Bootstrapping an Iterative Project	440	(3)
Maintaining Momentum	443	(1)
Adopting an Iterative Approach Iteratively	443	(10)
Understanding Where to Start	444	(1)
Improving Practices Iteratively	445	(3)
Learning by Doing	448	(2)
The Role of Coaching	450	(1)
Using the Iteration Plan to Provide a Roadmap for Change	451	(2)
Conclusion	453	(2)
PART III APPENDICES	455	(2)
Appendix A A Brief Introduction to Use-Case Driven Development	457	(24)
Use Cases and the Requirements Discipline	458	(7)
Use Cases, Development, and Testing	465	(8)
Use Cases and Unified Process Lifecycle	473	(6)
Summary	479	(2)
Appendix B Outlines, Templates, and Checklists	481	(60)
Template Role Definitions	482	(8)
Overall Project Manager	484	(2)
Development Lead	486	(2)
Iteration Lead	488	(2)
Outline Plan and Assessment Documents	490	(38)
Overall Project Plan---Outline	492	(12)
Development Plan---Outline	504	(8)
Iteration Plan---Outline	512	(7)
Iteration Assessment---Outline	519	(5)
Project / Phase Assessment---Outline	524	(4)
Checklists	528	(12)
Iteration Assessment	529	(2)
Generic Phase Checklist	531	(1)
Inception Phase Checklist	532	(2)
Elaboration Phase Checklist	534	(2)
Construction Phase Checklist	536	(2)
Transition Phase Checklist	538	(2)
Project and Stage Assessment	540	(1)
Summary	540	(1)
Appendix C Examples	541	(60)
About This Example	543	(2)
About the Sample Documents	545	(1)
ACME Super ATM Product Development	546	(1)
Overall Project Plan Version 1.0	546	(21)
ACME Super ATM Product Development	567	(1)
ACME Super ATM Evolution 1: A Next-GenerationVending Platform	567	(1)
Development Plan Version 1.0	567	(16)
ACME Super ATM Product Development	583	(1)
ACME Super ATM Evolution 1 Iteration E1---Demonstrate Cash Withdrawal	583	(1)
Iteration Plan Version 1.0	583	(14)
ACME Super ATM Product Development	597	(1)
ACME Super ATM Evolution 1 Iteration E1---Demonstrate Cash Withdrawal	597	(1)
Iteration Assessment Version 1.0	597	(4)
Index	601

Excerpts

Preface Preface "No plan survives contact with the enemy." --Field Marshall Helmuth von Moltke, 1800-1891 1 If we could plan perfectly, if nothing out of the ordinary ever occurred, if things always went as planned, there would be no need for iterative development. Iterative development is founded on the recognition that we need an approach that enables us to make progress in the face of change, or perhaps in spite of change. Iterative development is basically a dynamic planning and management approach that incorporates, even seeks out, new information to manage risks and deliver incremental value continuously throughout the project. Iterative development is not particularly new. It has been around for a long time, and it has probably evolved independently a number of times. Because it tends to focus on situational responses, it has not tended to be well documented, and for this reason it has appeared to be ad hoc. Our goal with this book is to change that--to provide a systematic introduction to managing iterative development that you can apply to your own projects. At the core of the iterative approach is the explicit management of risk as the guiding principle behind the project management approach. The project is divided up into a series of iterations, each of which is directed at mitigating a set of risks by implementing scenarios that will force the confrontation and mastery of the risks. Our goal is to take these concepts and breathe life into them by bringing them down to ground level. We aim to present a simple, straightforward, and practical approach to organizing, estimating, staffing, and managing the project, but one that can be applied to very small projects and yet be scaled up to very large programs. In doing this we aim to promote a pragmatic approach that attacks the problem of obtaining results in a predictable, repeatable, non-chaotic way. Our experience is based on helping many companies adopt iterative development using the IBM Rational Unified Process (RUP), 2 but the techniques presented here are not only applicable to Unified Process 3 projects; they represent a general approach to any iterative software development effort. They are equally useful when managing an iterative project using Extreme Programming, 4 Microsoft Solution Framework for Agile Software Development, 5 or any other agile or iterative software development process. This book is focused on making the techniques of managing iterative development understandable and accessible to anyone with a basic background in managing software projects. It strives to provide you with the practical guidance you need to start managing your iterative and incremental projects in a controlled, agile, and disciplined fashion. The Challenge of Managing Software Development Projects Managing software development projects is challenging: Responding to a rapidly changing business and technological environment means that teams are always pushing the limits of the possible. This pressure to deliver results is compounded by the fact that their are never enough of the right people with the right skills; the technology is evolving too fast. Yet teams must respond and succeed, for the stakes are very high. Almost everything done in the business world today requires software, so the success of the business often rests on the success of some team developing a solution that consists of a lot of software. Software development projects must be able to respond with speed and agility to rapid and incessant change in both the business requirements and the implementation technology. Agility in software development is essentia