Seminar Agile Science

Agile Methods in Research
Xavier Amatriain Rubio

Gemma Hornos Cirera
TELEFÓNICA I+D
Date: June 2008
© 2008 Telefónica Investigación y Desarrollo, S.A. Unipersonal

Index
01 The Problem
02 Agile Response
03 Scrum
04 eXtreme Programming
05 Agile Scientific Research
06 Conclusions
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Agile Methods
The Problem
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01 The Problem
Business Environment
Fast Moving
Market
2001 2002 2003 2004 2005 2006 2007
 Boost Innovation
 Forge the Future Workforce

Culture
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01 The Problem unstable chaos
Technology
Requirements
Environment
 Changes complexity
— Requirements
— Scope
Technology simple
stable
 New Paradigm known Technology unknown
TRADITIONAL AGILE
FIX Requirements Cost Date
Value Driven
Plan Driven
ESTIMATE Cost Date Features
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01 The Problem
Summary
 The market demands and expects

— innovative
— high-quality software
— that meets its needs
— and soon
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Agile Methods
The Response
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02 Agile Response
Market Needs
EMBRACING
CHANGE
Traditional
Agile
Change
Cost of
Time
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02 Agile Response
What is software development?
Is a process of knowledge transformation
Software
Problem
Need
Software Developer
Knowledge Transformation
Mental
Creative
Human Caso de Uso Clases Análisis Clases de Diseño Código Componentes
•Ejecutables
•Librerias
Traceability
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02 What is Agile?
Agile processes are iterative

processes that use specific project
management and software
engineering practices to sustain the
delivery of new software
functionality every one to four
weeks
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02 Agile Manifesto
We are uncovering better ways of developing software by
doing it and helping others do it. Through this work we
have come to value:
Important More Important
processes and tools individuals and interactions
comprehensive
working software
documentation
contract negotiation customer collaboration
following a plan responding to change

www.agilemanifesto.org
That is, while there is value in the items on the left, we

value the items on the right more.
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02 Agile Manifesto
We are uncovering better ways of developing software by
doing it and helping others do it. Through this work we
have come to value:
Important More Important
processes and tools individuals and interactions
comprehensive Only code 
working software
documentation
AGIL 
Creating and responding to change
contract negotiation customer collaboration
E:
following a plan responding to change
www.agilemanifesto.org
That is, while there is value in the items on the left, we

value the items on the right more.
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02 Agile Methods
 Scrum Inclusive
Rules
 eXtreme Programming (XP)
Generative
 Crystal Rules
 Feature Driven Development
 Dynamic Systems Development Method
 Adaptive Software Development
 Lean Development
 Pragmatic Programming
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02 Iterative vs
YouWaterfall
learn Software
as you
work Software Software
AGILE
Focus In Executable Software
Iteration1 Release1 Iteration2 Release2

Iteration3 Release3
You can't know

Requirements everything at
the beginning
WATERFALL
Analysis&Design Soft-NOT-
Paperware aware
Implementation
Testing
Architecture Deployment
Requirements
…
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02 Iterative vs. Waterfall
Softwar
You learn e
as you Softwar Softwar
work e e
Adaptive
AGILE
Management
Focus In Executable Software
Iteration1 Release1 Iteration2 Release2

Iteration3 Release3
what method fits me

You can't
know
Requirements best? everything at
the
beginning
WATERFALL
Paperwa Soft-NOT-
Analysis&Design
re aware
Implementation Predictive
Management
Testing
Architecture Deployment
Requirements
…
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02 Why Iterative Development?
Iterations help acquiring knowledge
Risk
knowledge
Estimation Error Of both the

problem and the
solution
Time
Short term is easier

Iterations
to predict and
estimate rather than
long term
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02 What makes a development process
Agile?
Each iteration delivers working software.
The phases in each iteration are

nearly concurrent.
Team uses specific engineering practices

to keep the code base fresh and flexible.
Teams are self-managing.
Lean principles and techniques eliminate

waste whenever possible.
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02 Why adopt Agile processes?
 Reduced time-to-market.
 Increased innovation.
 Business alignment.
 Increased quality.
 Reduces product and process waste.
 High visibility and control over the project progress.
 Empowered, motivated and self organizing Teams.
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02 What kind of change is required to
adopt Agile?
 Larger teams must be broken into smaller ones.
 Functional silos have to be broken down, or at least

weakened.
 Specialists have to pick up new skills.
 Teams must learn to self-manage, and managers must

learn to let them.
 Routine activities have to be automated.
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02 Where is Agile most suitable?
 Projects with some degree of uncertainty around
requirements or technology.
 Projects that aren’t too big or too small.
 Projects with buy-in from team members, business

stakeholders, and management.
 Collocated project teams and

business customers.
 Projects using modern languages

and tools.
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02 How widely are Agile processes
used?
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02 How to use
72
37 %
%
23
%
12
% 9%
5%
Pilot
experience in
Scrum Scrum/ XP
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Custom/ DSDM
The State of Agile Development. Julio 2007-
XP Hybrid Other
Version One
Hybrid
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Agile Methods
Scrum
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03 SCRUM: Planning Iterations
Source mountaingoatsoftware.com
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03 SCRUM: Planning Iterations
Product Backlog
Iteration 1 Iteration 2 Iteration 3
Assessment &
Planning Next
Use Cases
Implemented
Risk Addressed
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03 SCRUM: Framework
3 ROLES
— Product Owner
— Team
— Scrum Master
3 BACKLOGS
— Product Backlog
— Sprint Backlog
— Impediments Backlog
4 MEETINGS
EMPIRICAL PROCESS
CONTROL — Sprint Planning
 Transparency — Daily Meeting
 Inspect — Sprint Review
 Adapt — Retrospective
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03 SCRUM: Workflow
SPRI
NT 0
Sprint Sprint
Selected
Vision Planning Product Planning
Product (I) Backlog (II)
Estimation Backlog
Meeting
Sprint
Backlog
SPRI
NT
¿Hec
Retrospect ¿Pen ho?
dien
ive ¿Trab te?
as? Daily Meeting
Increment
Sprint Review Impediments

Backlog
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03 SCRUM: Sprint Backlog DONE
What does
mean?
I MPEDED
PRIORITIY
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03 SCRUM: Reports
Sprint Burndown Chart
Remaining Time
days
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Agile Methods
eXtreme Programming
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04 XP. Values & Practices COMMUNICATION SIMPLICITY
Test-Driven
Development
Pair Programming
Refactoring
Stub out code
Get test to pass Refactor
Watch test fail
Repeat
Simple Design
COURAGE
FEEDBACK
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04 XP. Values & Practices
COMMUNICATION SIMPLICITY
On–site Customer
Open Workspace
Acceptance Tests User Stories
Test-Driven
Developmen
t
Collective Coding
Ownership Standard
Pair
One Team Refactoring Retrospective
Programming
Continuous Sustainable
Integration Pace
Simple
Design
Iterations Release Plan
Metaphor
Small Releases
COURAGE
FEEDBACK
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04 XP: Planning/Feedback Loop
Release Plan
Iteration Plan
Acceptance Test
Stand Up Meeting
Pair Negotiation
Unit Test
Pair Programming
Code
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04 XP: Employment Practices
Agile Practices
The State of Agile Development. July 2007-

Version One
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Agile Methods
Agile Scientific Research
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The Scientific Process
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The Scientific Process
 What does the scientific method share with Agile
Methodologies?
— Iterative
— Fast-changing requirements
— Test-driven (Hypothesis-driven)
— Pair-programming (Peer review)
— Simple Design (Occam´s Razor)
— …
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Planning iterations
 Iteration 0: build up general hypothesis
— List of “stories” -> things we would like to say in our final
article
– Optionally, write the article itself in this first iteration
 Every 1-2 weeks come up with a list of prioritized tasks

— List all possible tasks (ideally 1-2 day workload)
— Measure interest of the task towards final goal
— Measure cost in terms of predicted hours of work
— List them in order of priority value (= interest – cost)
– For ties, value more those that have less cost (Occam´s Razor)
 In the iteration planning re-evaluate general hypothesis
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Test Driven Development
 Plan stories and tasks by writing the tests first
— Use test as an “executable hypothesis”
– “If I can prove hypothesis H then it should happen that tests t1 and t2 should
pass”
— Maintain collection of tests as a record of experiments

— Use the red-green-refactor cycle
– Refactor to refine your theory while still being consistent to experimental data
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Agile Methods
Conclusions
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06 Conclusions
 Scientific Research is an iterative process with fast
changing requirements
— It can be managed as an Agile project
— Many of the Agile practices are applicable
— Agile can help improve focus, performance, and help
researchers accomplish goals in a timely fashion
To deliver high quality,

quality running,
running
tested stories that meet the business
need in a predictable,
predictable efficient and
collaborative manner — on time, on
budget!
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Agile Methods in Research

Xavier Amatriain Rubio

© 2008 Telefónica Investigación y Desarrollo, S.A. Unipersonal

05 Agile Scientific Research

2001 2002 2003 2004 2005 2006 2007

 Forge the Future Workforce

FIX Requirements Cost Date

ESTIMATE Cost Date Features

 The market demands and expects

Agile processes are iterative

following a plan responding to change

That is, while there is value in the items on the left, we

That is, while there is value in the items on the left, we

Iteration1 Release1 Iteration2 Release2

You can't know

Iteration1 Release1 Iteration2 Release2

what method fits me

Estimation Error Of both the

Short term is easier

The phases in each iteration are

Team uses specific engineering practices

Teams are self-managing.

Lean principles and techniques eliminate

 Reduces product and process waste.

 High visibility and control over the project progress.

 Empowered, motivated and self organizing Teams.

 Functional silos have to be broken down, or at least

 Specialists have to pick up new skills.

 Teams must learn to self-manage, and managers must

 Routine activities have to be automated.

 Projects that aren’t too big or too small.

 Projects with buy-in from team members, business

 Collocated project teams and

 Projects using modern languages

Iteration 1 Iteration 2 Iteration 3

Sprint Review Impediments

The State of Agile Development. July 2007-

 Every 1-2 weeks come up with a list of prioritized tasks

 In the iteration planning re-evaluate general hypothesis

— Maintain collection of tests as a record of experiments

To deliver high quality,

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