WRAP UP8 December 2010

Presentations

Logistics

Sitterson 014 at 8 am Tuesday, Dec 14 Inviting all clients Schedule will depend on client

constraints (email once booked) 15 minute presentations Breakfast will be served Attendance is mandatory [101 exam will be testing web sites]

What is Expected

Overview of your projectReview what you did and whyBriefly explain how you did it

○ Architecture○ Technologies

Lessons learnedDevelopmentProcessTechnologies

Demo

The Basics

Speak loudly and clearly Stand up No chewing gum when speaking Speak, don’t read: you ARE the experts Set up and test demos on Monday

Last minute “fixes” are often disasters Script your demos

Presentations Hints

Cover all topics, but they don’t need equal time!

Focus on what’s special about your project

Don’t try to cover too much Keep it light Give the audience something to look at

Death by PowerPoint

Google it and you can waste many hours

One that I like… http://www.slideshare.net/thecroaker/death-by-powerpoint

PowerPoint is Evil (Edward Tufte)

XP Perspective

When to Use XP

Types of projectsHigh riskPoorly understood requirements

TeamSmall size: 2 to 12Needs to include customer

Automated testingTiming issue

What Makes a Project XP Paradigm

see change as the norm, not the exception optimize for change

Values communication, simplicity, feedback, and courage honor in actions

Power sharing business makes business decisions development makes technical decisions

Distributed responsibility and authority people make commitments for which they are accountable

Optimizing process aware of process and whether it is working experiment to fix acculturate new team members

Ward Cunningham, Ron Jeffries, Martin Fowler, Kent Beck

Individual Programmers

Egoless Programming Weinberg 1971, The Psychology of

Computer ProgrammingDuring the “cowboy” era

Observed that programmers needed to be team playersAccept inspections and reviewsOpen to corrections and critiques

Ten Commandments But pride of ownership is critical to quality

Software Craftsmanship Emphasizes coding skills of the developers Recognition of importance of the individual Manifesto Fundamentals

ApprenticeshipPride in your work

BasisPragmatic Programmer (Hunt and Thomas)Software Craftsmanship (McBreen)

Can Craftsmanship Help the Software Crisis? Craftsmen sign their work

basis for reputation hiring on portfolio Forget licensing

Exploit productivity differences between individuals not managing hordes of 'average' programmers small teams of good developers pay differentials

Expose the fallacy of good enough software Software development is a social, intellectual activity

not mechanical : engineering wrong metaphor mythical man month problem still exists

Apprenticeship more effective than training software development as a craft not the same as being taught how to program.

Processes Summary

Software Generations (Rational View)

ProprietaryNot Integrated

100% Custom

Ad-hoc

Mix of Proprietaryand CommercialNot Integrated

30% Reused Assets70% Custom

Repeatable

CommercialIntegratedProcesses-Tools

Managed andMeasured

Tools

Complexity

Process

1960s-1980s 1990s-2000s 2005+

Project Performance

Predictable Unpredictable Predictable

70% Reused Assets30% Custom

over budget,over schedule

Infrequentlyon budget,on schedule

Frequently on budget,on schedule

CollocatedOn the Job Training

CollocatedSoftware Skills

DistributedSystems/SoftwareProfessionals

Team

Four Patterns of Success Scope management Asset based development

Solutions need to evolve from user specifications AND user specifications need to evolve from candidate solutions. ○ As opposed to getting all the requirements right up front.

Process management Rightsize the process Process and instrumentation rigor evolves from light to heavy.

○ As opposed to the entire project’s lifecycle process should be light or heavy depending on the character of the project.

Progress management Honest assessments Healthy projects display a sequence of progressions and digressions.

○ As opposed to healthy projects progress through a monotonically increasing and predictable plan.

Quality management Incremental demonstrable results Testing needs to be a first class, full lifecycle activity.

○ As opposed to a subordinate, later lifecycle activity.

Looking at Companies

MOST IMPORTANT

You do well what you enjoy doing

You want to smile on your way to work

Is it a job or a career?

When considering a job…

A large company may have a “culture”

BUT your experience will depend on your manager

To learn what it is like, talk to peers -- not bosses

Look around

environment, behavior, parking lot Do they cherish learning?

The Need for Life-Long Learning

Did You Know Original

Did You Know 4.0