1. Agile, agile
- Respond quickly and quickly
- Move quickly and sensitively
- Reason: change, influence, seeking advantages and avoiding disadvantages, pursuing benefit maximization
- Performance: reaction, action
- Features: fast
2. The origin of agile software -- Source: Internet
- Software crisis, Software crisis, 1960s, around 1965
- The development and widespread application of computers.
> The emergence of large-capacity and high-speed computers, the rapid expansion of the scope of computer applications, and the rapid growth of software demand have led to a sharp increase in the demand for software development; > The
scale of operating systems, databases, and application software is getting larger and larger, and the complexity is getting higher and higher;
> The timeliness requirements for software from request to delivery are getting higher and higher, and the requirements for software quality are getting higher and higher;
> How to improve software productivity? How to ensure software quality? How to improve software reliability?
> The software crisis broke out and the concept of software engineering was proposed.
- Symptoms of software crisis
> Software demand is extremely inflated, the real demand cannot be grasped at once, the demand changes again and again, and the actual needs of users cannot be met; > Software
progress is delayed, the established delivery time cannot be guaranteed, the demand cannot be effectively met, and the development method Being dragged into an indefinite process;
> Software cost overruns, actual investment far exceeds the budget, software developers and software demand proposers are unable to support huge later investment;
> Unconfirmed software requirements, disordered development and delivery, the final software Quality cannot be effectively guaranteed, and errors occur frequently;
> Endless changes, planning cannot keep up with changes, requirements and design documents cannot be updated in time, and they are different from the actual development, making later maintenance and enhancement difficult. -
The origin of agile software
- 1950s - the U.S. Department of Defense (DOD) and the National Aeronautics and Space Administration (NASA) began to adopt the iterative incremental method (IID); - 1960s - the development of technology and the expansion of
manufacturing jobs Reduction, "knowledge workers" are created, old models no longer work, the tools of production are in the human mind, and old methods are replaced by new methods that promote information sharing and persuasion; - 1960s - Thomas Gilb proposed evolutionary project
management Concept (EVO method);
- 1970-Winston Royce published an article "Managing the development of large systems" to explain the concept of the waterfall method, and annotated the reason why it is "dangerous and may lead to failure" because it puts testing on the At the end.
In 1970, Winston Royce proposed the famous "waterfall model": decomposing various activities of software development and life cycle into a number of fixed and orderly work stages - Reference, Baidu Encyclopedia
- 1986 - Tankeuchi and Nonaka published a white paper "The New New Product Development Game" discussing the Scrum method.
- In February 2001, 17 well-known software development experts, including Martin Fowler and Jim Highsmith, gathered at the Snowbird ski resort in Utah, USA, to hold a gathering of initiators and practitioners of agile methods. At this meeting, they formally proposed the concept of Agile (agile development) and jointly signed the "Agile Manifesto". -- Reference, what is agile? Read in one article -
Agile software development
- a series of methods and practices based on the values and principles of agile
- a software implementation method formed in response to the software crisis
- based on iterative, progressive software development methods
- based on the value delivery concept: delivered on a smaller scale Software that is valuable to customers, constantly verified and adjusted
- based on the principle of responding to changes and controlling risks: the long-term, multi-change process from A -> B (A to B) will be decomposed into A -> A1 -> A2 ->. ..... -> Multiple continuous and continuous improvement (sprint) processes
- from traditional delivery with one verification to multiple delivery and continuous verification: each stage of the agile process is the re-clarification of requirements and verification of delivery results. process
- not only the development team is invested in it, but the customer is also involved in the agile process, seeing the generation, growth, and changes of the expected deliverables until the final delivery -
The advantages of agile
- faster and more real value realization, discovering real needs, reflecting the real value of people, time and investment
- facing, welcoming and embracing changes, handling problems as quickly as possible, making changes and enhancements at the smallest cost, Reduce risks
- continuous verification, review, immediate problem correction, risk control, better stage delivery quality and higher final delivery quality -
respond to changes quickly and at the minimum cost, in terms of time, cost, and scope Use the most flexible way to handle problems and maximize ROI (input-output)
- team participation, customer participation, sharing information among all employees, better customer satisfaction, team satisfaction -
The shortcomings of agile
- self-management, self-organization, rapid response, continuous reflection, refinement, and leanness are no small challenges to the quality of the participants -
from the formulation of the overall budget from point to surface, the control of time, cost, and quality, everything is Change, how much does it cost? Where is the deadline? It's a difficult thing. -- Can agile coaches and project managers recognize each other? the difference?
- Modify as you make, look at as you go, what will the product look like in the end? How do you evaluate the final delivery? -- Maybe it's good if the customer is satisfied
- pay on demand, stop at any time, based on contracts and contractual commitments, how to control it? -- Maybe it's better to have a baseline
- do more valuable things, which ones are more valuable? The inability to understand and find value points often gives inappropriate reasons for the team's laziness and irregularity. For example, no documentation -- DevOPS? Do you want a one-shot deal?
- Flexible and casual, how to control team work and delivery quality? Can agile meetings solve this? -- How to hold agile meetings (planning, standing, sprint, review, retrospective)
- How to reflect value: How to use Kanban? What to show? After all the colorful things, it is inevitable that the form is greater than the process, and the theory is greater than the reality.
3. Agile as I understand it – Reference, Agile, Knowledge Supplement_Agile Audit_Rolei_zl’s Blog-CSDN Blog
- Everything is to blame: if there are no time requirements, if there are no cost requirements, if there are no quality requirements, if. . . . . . There is no if, there is only "volume", which is also the progress of human beings
- Value: What is value? What you want is also value.
Values: respect, openness, courage, focus, commitment. Each word requires extremely high quality. - Sharing: frankness, respect, and commitment are required within the team and between the team and customers
- Learning: Learning individuals, learning organizations. Study = reading? Learning is self-reflection and improvement
- Agility: quick response, quick action; slow is fast, fast is slow, Chinese philosophy is worth recalling
No theory comes out of thin air. The times have brought about the emergence of new ideas, and new ideas are also renewed, in-depth, and breakthrough thinking that stand on the shoulders of giants.
Drawing parallels by analogy, nothing can be separated from its roots.