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9781590594643

Agile Development with the ICONIX Process: People, Process, and Pragmatism

by ; ;
  • ISBN13:

    9781590594643

  • ISBN10:

    1590594649

  • Format: Hardcover
  • Copyright: 2005-02-21
  • Publisher: Springer Verlag
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Supplemental Materials

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Summary

This book describes how to apply the ICONIX Process (a minimal, use-case driven modeling process) in an agile software project. It's full of practical advice for avoiding common "agile" pitfalls. Further, the book defines a core agile subset-so those of you who want to "get agile" need not spend years learning to do it. Instead, you can simply read this book and apply the core subset of techniques. The book follows a real-life .NET/C# project from inception and UML modeling, to working code-through several iterations. You can then go on-line to compare the finished product with the initial set of use cases. The book also introduces several extensions to the core ICONIX Process, including combining Test-Driven Development (TDD) with up-front design to maximize both approaches (with examples using Java and JUnit). And the book incorporates persona analysis to drive the project's goals and reduce requirements churn.

Table of Contents

About the Authors xv
About the Technical Reviewer xvii
Acknowledgments xix
Introduction xxi
PART 1 ICONIX and Agility
What Is Agility? (And Why Does It Matter?)
3(22)
What Software Agility Isn't
5(1)
Big Up-front Requirements Gathering and Design
5(1)
Hacking
5(1)
High Ceremony
5(1)
Low Levels of Communication
5(1)
``Carrying'' Mediocre Developers
5(1)
Politics and Secrets
5(1)
The Goals of Agility
6(1)
Why Is Agility Important?
7(1)
What Makes a Project Agile?
8(3)
Tuning the Process As You Go Along
8(1)
Keeping It Low Ceremony
8(1)
Enhancing Agility Through Good Design
8(1)
Improving Communication and Teamwork
9(1)
Reducing Exposure to the Forces of Change
10(1)
Measuring Progress with Working Software
10(1)
Agile Project Management
10(1)
Agile Planning
10(1)
Managing Change
11(1)
Delivering the System That the Customer Wants at the End of the Project, Not What He Thought He Wanted at the Start
11(1)
Challenges of Being Agile
11(2)
Sticking to the Path
11(1)
Keeping Releases Short
11(1)
Keeping Entropy at Bay
12(1)
Doing Less Without Increasing Risk
12(1)
Discovering Your True Master
12(1)
Keeping the Customer Involved
12(1)
Managing Change
12(1)
Training
12(1)
Avoiding the Other Extreme
13(1)
Facing Resistance to Change
13(1)
Agile Methodologies
13(9)
Extreme Programming
14(2)
Test-Driven Development
16(1)
Agile Modeling
16(2)
Agile Database Techniques
18(1)
Adaptive Software Development
18(1)
Crystal Methodologies
18(1)
DSDM
19(1)
Scrum
19(1)
Feature-Driven Development
20(1)
Agile ICONIX
21(1)
Agile Fact or Fiction: What Does ``Being Agile'' Mean?
22(1)
Summary
23(1)
Top 10 Practices and Values That Make a Project Agile
23(2)
Characteristics of a Good Software Process
25(14)
What's in a Software Development Process?
26(2)
Logical Process
26(1)
Planning and Phasing Strategy
26(1)
Human-Centric and Communication Issues
27(1)
Working Practices
27(1)
Guiding Philosophy
27(1)
What Makes a Good Agile Logical Process?
28(3)
We Need an Obvious Logical Flow
28(1)
We Don't Want Unnecessary Dependencies Slowing Us Down
29(1)
We Want Each Step to Clearly Move Us Toward Our True Goal of Working Software
29(1)
We Want Guidance That Will Reduce Unnecessary Work Later On
29(1)
We Want Help Prioritizing, Scoping, Planning and Estimating, and Monitoring Work
30(1)
We Want Broad Steps That Provide General Guidance
30(1)
We Don't Have to Do Every Step (to the Nth Degree)
30(1)
We Can Undertake Additional Activities (Coding, in Particular) at Any Point
30(1)
Human Factors
31(3)
Choosing the Right Team
31(1)
Team Buy-in
31(1)
Motivation
31(1)
Levels of Ability
32(1)
Feedback
32(1)
Communication
32(2)
Agile Fact or Fiction: Team Structure and Human Factors
34(4)
Being Agile Means Placing a Strong Emphasis on Human Factors
35(1)
Being Agile Means There Are No Role Divisions (Architect, Senior Developer) Within the Development Team---Everyone Is Equal
35(1)
Being Agile Means the Team Must ``Collectively Own'' the Code Base (with No Room for Specialization)
36(1)
Being Agile Means Your Entire Team Must Program in Pairs for All Production Code
36(1)
Being Agile Means There Is No Need for Testers---the Developers Can Test the System Themselves
36(1)
Being Agile Means You Can Get Top Results with Mediocre Developers
37(1)
Being Agile Means You Can Work Only with Top Developers
37(1)
Being Agile Means There Is Never a Role for Analysts
37(1)
Being Agile Means You Must Work in a Single Office with a Good Seating Arrangement and Lots of Whiteboards
38(1)
Summary
38(1)
ICONIX Process: A Core UML Subset
39(22)
A Brief History of ICONIX Process
40(1)
What Can ICONIX Process Do for My Project?
41(1)
ICONIX Process in Theory (aka Disambiguation and Prefactoring)
41(3)
What Is a Use Case?
42(1)
What Is an Actor?
43(1)
ICONIX Process in a Nutshell
44(9)
Step 1: Identify Your Real-World Domain Objects
45(2)
Step 2: Define the Behavioral Requirements
47(1)
Step 3: Perform Robustness Analysis to Disambiguate the Use Cases and Identify Gaps in the Domain Model
48(2)
Step 4: Allocate Behavior to Your Objects
50(1)
Step 5: Finish the Static Model
51(1)
Step 6: Write/Generate the Code
52(1)
Step 7: Perform System and User-Acceptance Testing
52(1)
More About Disambiguation
53(3)
Do the Domain Model First to Avoid Ambiguity in the Use Cases
53(1)
Using Robustness Analysis to Disambiguate the Use Cases
54(2)
More About Prefactoring and Model Refactoring
56(1)
Key Points to Remember
56(3)
Key Terms
56(1)
Core Analysis Modeling Practices
57(1)
Core Design Modeling Practices
57(1)
Putting It All Together
57(2)
Summary
59(2)
A Core Subset of Agile Practices
61(28)
Why Define a Core Subset of Agile Practices?
61(1)
Agile ICONIX: The Core Subset of Agile Practices
61(10)
Agile/ICONIX Practices
63(6)
Agile Values That Drive the Agile Practices
69(2)
Refactoring the Agile Manifesto
71(4)
The Agile Values
71(2)
Boiling Down the Values to Their Essence
73(1)
Giving the Customers What They Want
73(1)
Refactored Manifesto Summary
74(1)
Agile Fact or Fiction (Continued)
75(10)
Modeling and Documentation
75(3)
Change and Change Management
78(1)
Customer- and Contract-Related Issues
79(1)
Working Practices
80(3)
Planning and Design
83(2)
Concluding Fact or Fiction
85(1)
Summary
85(4)
PART 2 Agile ICONIX Process in Practice: The Mapplet Project
Introducing the Mapplet Project
89(12)
So, What's a Mapplet, Anyway?
89(3)
Mapplet Goals
92(1)
Mapplet Requirements
92(3)
Project Inception: A JumpStart Workshop in Action
95(1)
Mapplet Architecture
96(1)
Initial Use Case Modeling for the Mapplet
97(1)
First Release Plan
98(1)
More Information on ArcGIS As Used by the Mapplet
99(1)
ArcGIS Software Developer Kit
99(1)
ArcGIS Server Terminology
100(1)
Summary
100(1)
Modeling the Mapplet (Release 1)
101(22)
Beginning with a Prototype (and Just a Little Bit of Modeling)
101(1)
Visual Acceptance Testing
102(1)
First Pass Modeling Efforts (and Some Typical Modeling Mistakes)
103(5)
Tightening Up the Model
108(5)
The ``Generate Hotel Map for AOI'' Use Case
109(4)
Let's Take a Look at Some Code
113(8)
Source Code for the ``Generate Hotel Map for AOI'' Use Case
115(5)
The Class Diagram
120(1)
Et Voila! The First (Working Prototype) Release
121(1)
Summary
122(1)
Synchronizing the Model and Code: One Small Release at a Time
123(26)
Keeping It Agile
123(1)
Divergence of Code and Design over Time
124(1)
Design Review
125(22)
``Display Rollover Information'' Robustness Diagram Revisited
125(5)
``Display Rollover Information'' Sequence Diagram Revisited
130(6)
Class Diagram
136(1)
Source Code for the Refactored Design
137(9)
When to Keep the Model and the Code Tightly Interwoven
146(1)
``And Today's Lesson Is . . .''
147(1)
Summary
147(2)
Mapplet Release 2
149(24)
Customer Feedback on the First Release
149(1)
How Persona Analysis Was Used to Drive the Requirements
150(2)
Using Personas to Identify Requirements
150(1)
Was This the Right Time for Persona Analysis on the Mapplet Project?
151(1)
Planning the Second Release
152(5)
High-Level Requirements for Release 2
152(1)
The ``Uber'' Use Case
152(1)
Updated Domain Model
153(1)
Updated Use Case Diagram
154(2)
Release 2 Plan
156(1)
Analysis Review
157(1)
Robustness Diagrams
157(1)
Designing Release 2
158(2)
Sequence Diagrams
158(1)
Class Diagram
159(1)
Source Code: Refactoring Is Still Useful After Doing Use Case--Driven Modeling
160(7)
Screenshots of the Finished Product
167(1)
Agile Scorecard for the Mapplet Project
168(1)
Summary
169(4)
PART 3 Extensions to ICONIX Process
Agile Planning
173(16)
Why Agile Planning?
173(2)
Balancing Flexibility and Perception
173(1)
How Agile ICONIX Differs from Other Agile Methods
174(1)
Example: Agile Planning in Action
174(1)
Agile Planning Terminology
175(1)
Agile Planning Building Blocks
176(7)
Prioritizing Requirements
176(1)
Estimating
177(1)
Release Planning
178(1)
Tracking Project Velocity
179(1)
Timeboxing
180(1)
Tracing Requirements Back to Goals
181(1)
Minimizing the Use of Gantt Charts
181(2)
Agile Planning Phases
183(1)
Modeling: Analysis and Design
183(1)
Planning: Inception
183(1)
Planning: Construction
184(1)
Agile Planning Principles
184(4)
Three Types of Plan
184(1)
Feedback Is Vital
185(1)
Three Types of Release
186(1)
Rotting Software
186(1)
No Free Lunches
187(1)
All Changes Are Not Equal
187(1)
Does Size Matter?
187(1)
Summary
188(1)
Persona Analysis
189(14)
Extending ICONIX Process with Persona Analysis
189(1)
The Three Pieces of the Jigsaw Puzzle
190(2)
Interaction Design
190(1)
Personas
190(1)
Interaction Scenarios
190(2)
Building the Ul Around a Target User
192(3)
Writing Interaction Scenarios to Validate the Existing System
192(1)
Using Interaction Scenarios to Describe New Features
193(2)
Using Interaction Design to Identify Alternate Scenarios
195(1)
Keeping a Tight Rein on Complexity
196(1)
Using Interaction Design to Identify Actors and Use Cases
196(1)
The Finished Use Case
197(1)
Visual Acceptance Test for Release 2
198(3)
Summary
201(2)
A ``Vanilla'' Test-Driven Development Example
203(24)
A Brief Overview of TDD
204(1)
A Vanilla TDD Example
205(20)
Our First Test: Testing for Nothingness
206(5)
Making CustomerManager Do Something
211(1)
Our First BookingManager Test: Testing for Nothingness
212(2)
Adding a Vector: Testing for Something
214(1)
A Quick Bout of Refactoring
215(1)
Retrieving a Booking
216(3)
Testing for Bookings by More Than One Customer
219(2)
One Last User Story and We're Done (So We're 90% Complete, Then!)
221(3)
Leave It for the Next Release
224(1)
Summary of Vanilla TDD
225(1)
Summary
225(2)
Test-Driven Development with ICONIX Process
227(26)
How Agile ICONIX Modeling and TDD Fit Together
227(1)
The ``Vanilla'' Example Repeated Using ICONIX Modeling and TDD
227(21)
Implementing the ``Create a New Customer'' Use Case
230(18)
Summarizing ICONIX+TDD
248(1)
Stop the Presses: Model-Driven Testing
249(2)
Summary
251(2)
Index 253

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