1. These slides are designed to accompany Web Engineering: A Practitioner’s Approach (The McGraw-Hill Companies, Inc.) by Roger Pressman and David Lowe, copyright 2009 1 Agile Project Management for Apps We define it this way: We define it this way: an agile, yet disciplined framework for building industry-quality Web and Mobile Apps. an agile, yet disciplined framework for building industry-quality Web and Mobile Apps.

2. These slides are designed to accompany Web Engineering: A Practitioner’s Approach (The McGraw-Hill Companies, Inc.) by Roger Pressman and David Lowe, copyright 2009 2 Apps The term encompasses: The term encompasses: everything from a simple Web page or Wireless apps that might help a consumer compute an automobile lease payment to a comprehensive website that provides complete travel services for business people and vacationers. everything from a simple Web page or Wireless apps that might help a consumer compute an automobile lease payment to a comprehensive website that provides complete travel services for business people and vacationers.

3. These slides are designed to accompany Web Engineering: A Practitioner’s Approach (The McGraw-Hill Companies, Inc.) by Roger Pressman and David Lowe, copyright 2009 3 App Attributes Network intensiveness Network intensiveness Concurrency Concurrency Unpredictable load Unpredictable load Performance Performance Availability Availability Data driven Data driven Content sensitive Content sensitive Continuous evolution Continuous evolution Immediacy Immediacy Security Security Aesthetics Aesthetics

4. These slides are designed to accompany Web Engineering: A Practitioner’s Approach (The McGraw-Hill Companies, Inc.) by Roger Pressman and David Lowe, copyright 2009 4 Why Agility? Business strategies and rules change rapidly Business strategies and rules change rapidly Management demands near-instantaneous responsiveness (even when such demands are completely unreasonable Management demands near-instantaneous responsiveness (even when such demands are completely unreasonable Stakeholders often don’t understand the scope and keep changing their mind even as they demand rapid delivery Stakeholders often don’t understand the scope and keep changing their mind even as they demand rapid delivery An agile approach helps cope with this fluidity and uncertainty. An agile approach helps cope with this fluidity and uncertainty.

5. These slides are designed to accompany Web Engineering: A Practitioner’s Approach (The McGraw-Hill Companies, Inc.) by Roger Pressman and David Lowe, copyright 2009 5 Best Practices Take the time to understand business needs and product objectives, even if the details are vague. Take the time to understand business needs and product objectives, even if the details are vague. Describe how users will interact using a scenario-based approach. Describe how users will interact using a scenario-based approach. Always develop a project plan, even if it’s very brief. Always develop a project plan, even if it’s very brief. Spend some time modeling what it is that you’re going to build. Spend some time modeling what it is that you’re going to build. Review the models for consistency and quality. Review the models for consistency and quality. Use tools and technology that enable you to construct the system with as many reusable components as possible. Use tools and technology that enable you to construct the system with as many reusable components as possible. Don’t reinvent when you can reuse. Don’t reinvent when you can reuse. Don’t rely on early users to debug the Apps—design and use comprehensive tests before releasing the system. Don’t rely on early users to debug the Apps—design and use comprehensive tests before releasing the system.

6. These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 6/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001, 2005 6 What is “Agility”? Effective (rapid and adaptive) response to change Effective (rapid and adaptive) response to change Effective communication among all stakeholders Effective communication among all stakeholders Drawing the customer onto the team Drawing the customer onto the team Organizing a team so that it is in control of the work performed Organizing a team so that it is in control of the work performed Yielding … Rapid, incremental delivery of software Rapid, incremental delivery of software

7. These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 6/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001, 2005 7 An Agile Process Is driven by customer descriptions of what is required (scenarios) Is driven by customer descriptions of what is required (scenarios) Recognizes that plans are short-lived Recognizes that plans are short-lived Develops software iteratively with a heavy emphasis on construction activities Develops software iteratively with a heavy emphasis on construction activities Delivers multiple ‘software increments’ Delivers multiple ‘software increments’ Adapts as changes occur Adapts as changes occur

8. These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 6/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001, 2005 8 Agile Modeling Suggests a set of agile modeling principles Suggests a set of agile modeling principles Model with a purpose Model with a purpose Use multiple models Use multiple models Travel light Travel light Content is more important than representation Content is more important than representation Know the models and the tools you use to create them Know the models and the tools you use to create them Adapt locally Adapt locally

9. These slides are designed to accompany Web Engineering: A Practitioner’s Approach (The McGraw-Hill Companies, Inc.) by Roger Pressman and David Lowe, copyright 2009 9 Planning guidelines Understand scope before you define work tasks or schedule for an increment Understand scope before you define work tasks or schedule for an increment Refine framework actions and tasks Refine framework actions and tasks Be sure you have the right team Be sure you have the right team Evaluate risks Evaluate risks Define a schedule Define a schedule Identify quality filters Identify quality filters Identify how you’ll manage change Identify how you’ll manage change

10. These slides are designed to accompany Web Engineering: A Practitioner’s Approach (The McGraw-Hill Companies, Inc.) by Roger Pressman and David Lowe, copyright 2009 10 Project Scope To plan effectively, you need to understand project scope To plan effectively, you need to understand project scope To establish scope be sure you understand: To establish scope be sure you understand: Context. Context. How does the WebApp fit into a business context, and what constraints are imposed as a result of the context? How does the WebApp fit into a business context, and what constraints are imposed as a result of the context? Information objectives. Information objectives. What customer-visible content objects are used by the WebApp increment? What customer-visible content objects are used by the WebApp increment? Functionality. Functionality. What functions are initiated by the end user or invoked internally by the WebApp to meet the requirements defined in usage scenarios? What functions are initiated by the end user or invoked internally by the WebApp to meet the requirements defined in usage scenarios? Constraints and performance. Constraints and performance. What technical and environmental constraints are relevant? What technical and environmental constraints are relevant? What special performance issues (including security and privacy issues) will require design and construction effort? What special performance issues (including security and privacy issues) will require design and construction effort?

11. These slides are designed to accompany Web Engineering: A Practitioner’s Approach (The McGraw-Hill Companies, Inc.) by Roger Pressman and David Lowe, copyright 2009 11 The Team Interestingly, people working together with good communication and interaction can operate at noticeably higher levels than when they use their individual talents. We see this time and again in brainstorming and joint problem-solving sessions. Therefore, agile project teams focus on increasing both individual competencies and collaboration levels. (Cockburn and Highsmith) Interestingly, people working together with good communication and interaction can operate at noticeably higher levels than when they use their individual talents. We see this time and again in brainstorming and joint problem-solving sessions. Therefore, agile project teams focus on increasing both individual competencies and collaboration levels. (Cockburn and Highsmith) But how do successful teams conduct their business? But how do successful teams conduct their business? A set of team guidelines should be established. A set of team guidelines should be established. Strong leadership is a must. Strong leadership is a must. Respect for individual talents is critical. Respect for individual talents is critical. Every member of the team should commit. Every member of the team should commit. It’s easy to get started, but it’s very hard to sustain momentum. It’s easy to get started, but it’s very hard to sustain momentum.

12. These slides are designed to accompany Web Engineering: A Practitioner’s Approach (The McGraw-Hill Companies, Inc.) by Roger Pressman and David Lowe, copyright 2009 12 Pair Walkthrough Review the product, not the producer. Review the product, not the producer. Set an agenda and maintain it. One of the key maladies of meetings of all types is drift. A walkthrough should be kept on track and on schedule. Set an agenda and maintain it. One of the key maladies of meetings of all types is drift. A walkthrough should be kept on track and on schedule. Limit debate and rebuttal. When an issue is raised by a reviewer, there may not be agreement on its impact. Rather than spending time debating the question, the issue should be recorded for resolution later. Limit debate and rebuttal. When an issue is raised by a reviewer, there may not be agreement on its impact. Rather than spending time debating the question, the issue should be recorded for resolution later. Enunciate problem areas, but don't attempt to solve every problem noted. A walkthrough is not a problem-solving session. Enunciate problem areas, but don't attempt to solve every problem noted. A walkthrough is not a problem-solving session. Take written notes. Notes may be entered directly into a notebook computer. Take written notes. Notes may be entered directly into a notebook computer. Spend enough time to uncover quality problems, but not one minute more. In general, a team walkthrough should be completed within 60 to 90 minutes at the most. Spend enough time to uncover quality problems, but not one minute more. In general, a team walkthrough should be completed within 60 to 90 minutes at the most.