Agile Software Engineering with Visual Studio

From Concept to Continuous Feedback
 
 
Addison Wesley (Verlag)
  • 2. Auflage
  • |
  • erschienen am 25. September 2011
  • |
  • 352 Seiten
 
E-Book | ePUB mit Adobe-DRM | Systemvoraussetzungen
978-0-321-67557-6 (ISBN)
 

Using agile methods and the tools of Visual Studio 2010, development teams can deliver higher-value software faster, systematically eliminate waste, and increase transparency throughout the entire development lifecycle. Now, Microsoft Visual Studio product owner Sam Guckenheimer and leading Visual Studio implementation consultant Neno Loje show how to make the most of Microsoft's new Visual Studio 2010 Application Lifecycle Management (ALM) tools in your environment.

This book is the definitive guide to the application of agile development with Scrum and modern software engineering practices using Visual Studio 2010. You'll learn how to use Visual Studio 2010 to empower and engage multidisciplinary, self-managing teams and provide the transparency they need to maximize productivity. Along the way, Guckenheimer and Loje help you overcome every major impediment that leads to stakeholder dissatisfaction-from mismatched schedules to poor quality, blocked builds to irreproducible bugs, and technology "silos" to geographic "silos."

Coverage includes . Accelerating the "flow of value" to customers in any software project, no matter how large or complex . Empowering high-performance software teams and removing overhead in software delivery . Automating "burndowns" and using dashboards to gain a real-time, multidimensional view of quality and progress . Using Visual Studio 2010 to reduce or eliminate "no repro" bugs . Automating deployment and virtualizing test labs to make continuous builds deployable . Using Test Impact Analysis to quickly choose the right tests based on recent code changes . Working effectively with sources, branches, and backlogs across distributed teams . Sharing code, build automation, test, project and other data across .NET and Java teams . Uncovering hidden architectural patterns in legacy software, so you can refactor changes more confidently . Scaling Scrum to large, distributed organizations

Whatever your discipline, this book will help you use Visual Studio 2010 to focus on what really matters: building software that delivers exceptional value sooner and keeps customers happy far into the future.

2. Auflage
  • Englisch
  • New Jersey
  • |
  • USA
Pearson Education (US)
  • Für höhere Schule und Studium
  • 13,58 MB
978-0-321-67557-6 (9780321675576)
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Sam Guckenheimer When I wrote the predecessor of this book, I had been at Microsoft less than three years. I described my history like this:I joined

Microsoft in 2003 to work on Visual Studio Team System (VSTS), the new product line that was just released at the end of 2005. As the group product planner, I have played chief customer advocate, a role that I have loved. I have been in the IT industry for twenty-some years, spending most of my career as a tester, project manager, analyst, and developer.

As a tester, I've always understood the theoretical value of advanced developer practices, such as unit testing, code coverage, static analysis, and memory and performance profiling. At the same time, I never understood how anyone had the patience to learn the obscure tools that you needed to follow the right practices.

As a project manager, I was always troubled that the only decent data we could get was about bugs. Driving a project from bug data alone is like driving a car with your eyes closed and only turning the wheel when you hit something. You really want to see the right indicators that you are on course, not just feel the bumps when you stray off it. Here, too, I always understood the value of metrics, such as code coverage and project velocity, but I never understood how anyone could realistically collect all that stuff.

As an analyst, I fell in love with modeling. I think visually, and I found graphical models compelling ways to document and communicate. But the models always got out of date as soon as it came time to implement anything. And the models just didn't handle the key concerns of developers, testers, and operations.

In all these cases, I was frustrated by how hard it was to connect the dots for the whole team. I loved the idea in Scrum (one of the Agile processes) of a "single product backlog"-one place where you could see all the work-but the tools people could actually use would fragment the work every which way. What do these requirements have to do with those tasks, and the model elements here, and the tests over there? And where's the source code in that mix?

From a historical perspective, I think IT turned the corner when it stopped trying to automate manual processes and instead asked the question, "With automation, how can we reengineer our core business processes?" That's when IT started to deliver real business value.

They say the cobbler's children go shoeless. That's true for IT, too. While we've been busy automating other business processes, we've largely neglected our own. Nearly all tools targeted for IT professionals and teams seem to still be automating the old manual processes. Those processes required high overhead before automation, and with automation, they still have high overhead. How many times have you gone to a 1-hour project meeting where the first 90 minutes were an argument about whose numbers were right?

Now, with Visual Studio, we are seriously asking, "With automation, how can we reengineer our core IT processes? How can we remove the overhead from following good process? How can we make all these different roles individually more productive while integrating them as a high performance team?"

Obviously, that's all still true.

Neno Loje

I started my career as a software developer-first as a hobby, later as profession. At the beginning of high school, I fell in love with writing software because it enabled me to create something useful by transforming an idea into something of actual value for someone else. Later, I learned that this was generating customer value.

However, the impact and value were limited by the fact that I was just a single developer working in a small company, so I decided to focus on helping and teaching other developers. I started by delivering pure technical training, but the topics soon expanded to include process and people, because I realized that just introducing a new tool or a technology by itself does not necessarily make teams more successful.

During the past six years as an independent ALM consultant and TFS specialist, I have helped many companies set up a team environment and software development process with VS. It has been fascinating to watch how removing unnecessary, manual activities makes developers and entire projects more productive. Every team is different and has its own problems. I've been surprised to see how many ways exist (both in process and tools) to achieve the same goal: deliver customer value faster though great software.

When teams look back at how they worked before, without VS, they often ask themselves how they could have survived without the tools they use now. However, what had changed from the past were not only the tools, but also the way they work as a team.

Application Lifecycle Management and practices from the Agile Consensus help your team to focus on the important things. VS and TFS are a pragmatic approach to implement ALM (even for small, nondistributed teams). If you're still not convinced, I urge you to try it out and judge for yourself.

Foreword xvii Preface xix Acknowledgements xxvi About the Authors xxvii

Chapter 1: The Agile Consensus 1 The Origins of Agile 1 Agile Emerged to Handle Complexity 2 Empirical Process Models 4 A New Consensus 4 Scrum 6 An Example 12 Summary 15 End Notes 16

Chapter 2: Scrum, Agile Practices, and Visual Studio 19 Visual Studio and Process Enactment 20 Process Templates 21 Process Cycles and TFS 23 Inspect and Adapt 36 Task Boards 36 Kanban 38 Fit the Process to the Project 39 Summary 42 End Notes 43

Chapter 3: Product Ownership 45 What Is Product Ownership? 46 Scrum Product Ownership 50 Release Planning 51 Qualities of Service 63 How Many Levels of Requirements 67 Summary 70 End Notes 70

Chapter 4: Running the Sprint 73 Empirical over Defined Process Control 75 Scrum Mastery 76 Use Descriptive Rather Than Prescriptive Metrics 81 Answering Everyday Questions with Dashboards 86 Choosing and Customizing Dashboards 94 Using Microsoft Outlook to Manage the Sprint 95 Summary 96 End Notes 96

Chapter 5: Architecture 99 Architecture in the Agile Consensus 100 Exploring Existing Architectures 103 Summary 121 End Notes 123

Chapter 6: Development 125 Development in the Agile Consensus 126 The Sprint Cycle 127 Keeping the Code Base Clean 128 Detecting Programming Errors Early 135 Catching Side Effects 152 Preventing Version Skew 160 Making Work Transparent 168 Summary 169 End Notes 171

Chapter 7: Build and Lab 173 Cycle Time 174 Defining Done 175 Continuous Integration 177 Automating the Build 179 Elimination of Waste 196 Summary 201 End Notes 202

Chapter 8: Test 203 Testing in the Agile Consensus 204 Testing Product Backlog Items 207 Actionable Test Results and Bug Reports 212 Handling Bugs 218 Which Tests Should Be Automated? 219 Automating Scenario Tests 220 Load Tests, as Part of the Sprint 225 Production-Realistic Test Environments 230 Risk-Based Testing 232 Summary 235 End Notes 236

Chapter 9: Lessons Learned at Microsoft Developer Division 239 Scale 240 Business Background 241 Improvements After 2005 245 Results 254 Law of Unintended Consequences 255 What's Next? 259 End Notes 259

Chapter 10: Continuous Feedback 261 Agile Consensus in Action 262 The Next Version 263 Product Ownership and Stakeholder Engagement 264 Staying in the Groove 270 Testing to Create Value 275 TFS in the Cloud 275 Conclusion 276 End Notes 279

Index 281

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