Appendix A Agile Methodologies The intent of this appendix is to provide you with an overview of some of the more common agile methodologies and frameworks. They are listed in no particular order. We encourage you to read more about these individual approaches to agile software development and have included some book titles or web links to help. For those who would like a single book recommendation, you may find Jim Highsmith's Agile Software Development Ecosystems the best detailed look at many of the approaches we outline in the following sections. Scrum \"Scrum is an iterative, incremental process for developing any product or managing any work. It produces a potentially shippable set of functionality at the end of every iteration.\"1 Scrum focuses on dedicated, cross-functional, self-managed teams to build increments of product, and facilitates the emergence of product based on empirical learning. There are three roles in Scrum: a product owner who is responsible for the success of the product, a delivery team who is charged with creating a potentially shippable product increment every 30 days, and a ScrumMaster who facilitates communication between the product owner and the team, owns the Scrum process, and removes obstacles in the way of development. Scrum was created by Jeff Sutherland and Ken Schwaber, based on a paper written by Hirotaka Takeuchi and Ikujiro Nonaka titled \"The New New Product Development Game.\" Scrum is often referred to as a \"project management wrapper\" or framework, because it does not prescribe any XP Extreme Programming, or XP, is a software development methodology that prescribes a set of 12 engineering practices that embody and encourage the XP values of communication, feedback, simplicity, courage, and respect. These practices, such as continuous integration, test-driven development, and pair programming, help the development team stay responsive to the customer's needs. XP teams are small (no more than ten) and co-located. Their practitioners embrace the fact that product requirements change, and change for good reason, while working in iterations alongside the customer to capture and implement the requirements for immediate feedback. Kent Beck created XP, and coined the phrase to reflect that in this discipline teams were to take things that had been proven as good practices to the extreme. For example, if peer reviews were good, then the team should have peer reviews all the time in the form of paired programming. If testing is a good thing to do, then the team should do that all the time as well, in the form of unit testing. Each practice is done in an \"extreme\" way, culminating in technical excellence and rapid iterative delivery. DSDM DSDM, or Dynamic Systems Development Method, is an iterative and incremental methodology popular in Europe. It combines a project management lifecycle and a product development lifecycle into one process. It is composed of three phases: pre-project, project lifecycle, and post-project phase. The project lifecycle phase is broken down into five parts: feasibility, foundations, exploration, engineering, and deployment. A bit more prescriptive than some other agile frameworks in defining project artifacts and specific roles and responsibilities, DSDM remains responsive to changing requirements. Its nine principles are closely aligned with those in the Agile Manifesto. DSDM V4.2 now advocates the use of XP in conjunction with its process. . Crystal Methods Crystal methods are a collection of agile methods that can be tailored based on project complexity and team size. The focus is on people rather than process, and the priorities of all the crystal methods are safety (with respect to project outcome, efficiency, and habitability), frequent delivery, reflective improvement, and close communication.2 Like individual facets on a crystal, the dimensions of projectstechnique, roles, tools, and standardssit atop a core of principles and values. A color scheme helps teams to determine the minimum set of standards to employ: Maroon is for very heavy projects in terms of the number of people involved, the criticality, and the project-level priorities. Then in descending order there is Red, Orange, Yellow, and finally Clear, for the lightest approach. The intent is to be \"barely sufficient\" in the amount of process imposed on the team. Crystal enables teams to use the color grid to define the basic process or starting point and customize the process as they go. If a process helps people work together, then the team should keep itand if it isn't helping, they should discard it. Crystal Clear, by Alistair Cockburn Lean Software Development Lean Software Development was adapted from Lean Manufacturing, the Toyota Production System, and Bob Charette's Lean Development. It focuses on seven principles: eliminating waste, amplifying learning, deciding as late as possible, delivering as fast as possible, empowering the team, building integrity in, and seeing the whole. A set of toolsset-based design, value stream mapping, and queuing theory are some examplesare provided to help teams adhere to the principles and achieve their goals. Lean is a management approach for streamlining the process of providing value to the customer. It goes beyond the tactical software development team, yet complements its existing practices. Lean principles and tools are well-suited for strategic execution at the enterprise level. Feature-Driven Development Feature-Driven Development, or FDD, is a marriage between Jeff De Luca's lightweight development approach and Peter Coad's feature-oriented object modeling. FDD's focus is the domain model, the creation of which is the foundational step in the FDD process. The five activities to be followed in FDD are: develop an overall model, build a list of features, plan by feature, design by feature, and build by feature. Sets of features are worked through to completion in two-week iterations. The features to be built are small aspects of client-valued functionality that can be expressed in the form