My Blog Has Moved

My blog has moved to as part of me launching my jSolutions web site. The content has all been migrated from sputnik coding. Thanks to those who have read, commented and followed my blog. Please do the same for the jsolutions blog … it’s still me :)

I will no longer be posting to this blog and will remove it at some point in the future.

Categories: Uncategorized

Is Agile a Sham

March 29, 2012 1 comment

Recently a blog article was posted by William Edwards, outlining quite harshly why he felt that agile, or should I say Agile, was not only a waste of time but not conducive to producing good software. There are a significant amount of responses to his post so I’d thought I’d put mine here.

How agile can hinder

A lot of theory for agile process methodology comes from manufacturing, especially kanban. They are all generally geared towards maximising throughput. But when the workers are people rather than machines there is a danger that the process becomes all about grinding out features at any cost. If this becomes the focus it is almost certainly going to lead to demoralisation and burn out.

However, this is a symptom of a top down imposed agile process, where management hear the benefits of increased throughput and efficiency and presume it will solve problems of lack of productivity. Expecting this of any process is perhaps a bit shortsighted.

Scrum, in particular, also has a focus on all team members being equal in role, and can design, develop and test with equal responsibility. There is an obvious danger in this which is highlighted in the post, that specific individual expertise may be lost amongst the levelling of skills in a team. Some even argue that scrum is a process for mediocre teams as there is no room for experts.

How agile can help

Having read the article, I am a little unclear on the alternative that the author is suggesting as he seems to imply that agile is always wrong and his way is always right, I am sure that is not exactly what he intended to imply. However, as some of the replies suggest, any process has to be geared around the project/individual/customer circumstances. If the environment is one where priorities and requirements are changing and timescales are short, then adopting an iterative framework like Scrum may be more appropriate than a model that encourages a lot of up front requirements gathering and design. Not all projects are like that and no process can be globally appropriate.

I believe that Scrum can be said to have succeeded when one no longer needs a scrummaster and maybe even Scrum itself  is no longer followed. Just as deleting code is often more beneficial than writing code, removing process is often more beneficial than adding process. Scrum, like most other agile processes or frameworks encourages everyone, in particular the team to constantly inspect and adapt itself to do better, whatever ‘better’ may mean, which may not always be about just increasing throughput.


Team A is in a situation where it is delivering good software reliably to the customer, the business is making good margins on the product and the team enjoys working on it and generally all parties are happy,  it shouldn’d need to look for any process to adopt, the one it currently follows, even if only by implication obviously works perfectly.

However, this is very rare indeed and in Team B there are problems with delivering reliable software, profit margins and developer satisfaction, something needs to be done and using a framework such as Scrum to encourage everyone to uncover problems, inspect processes and practices and adapt to improve the situation is a good thing.

Ultimately Team B is aiming to be like the idealistic Team A and an agile approach may help this.

Categories: Agile Tags: , ,

I am a Certified Scrum Professional

Yesterday, I got an email stating that my Certified Scrum Professional application had been approved. Good news! But what does this mean and why did I do it?

Firstly, I’m not going into details about the certification as they can be found here. Hopefully this post will briefly highlight possible reasons for getting professional technical certification generally and not just Scrum Alliance certification.

Personal Recognition

Everyone likes to have their work recognised and certification can be a part of this. It is just as motivating getting the recognition and stamp of approval by a professional body as it is getting a pat on the back by your work colleagues or a bonus / promotion from your employer.

A Sign of Commitment to Your Profession

Although it is unlikely that a professional certification will improve your chances of progressing in your career as a measure of experience, what it does show is that you are committed to developing yourself professionally and committed to your profession. You shouldn’t need to use it as a sign of your experience, but rather a sign of your comittment.

A step towards other certifications

Often certification with a particular professional body follows a path that leads to a certification that can pay a role in determining your suitability for a role. with the Scrum Alliance this could be a Trainer or Coach certification.

So there are some reasons why I chose to go for certification, I hope they prove useful to people.

Categories: Uncategorized Tags: ,

Starting with Code Contracts in VS2010

November 22, 2011 1 comment

Design By Contract

On a recent trip to Ireland I wiled away the hours sat waiting for my plane reading The Pragmatic Programmer. A very good book it is too, but what got me thinking was the sections on Design By Contract. Now I could just use ASSERT statements, or something similar to ensure that ‘contracts’ are met. While this is good practice, implementing contracts takes defensive coding a bit further. With a good set of tooling, checks can be done at build time, or even dynamically whilst coding. I don’t have to rely on catching the bug at run time. I am not going to go into details in the post on what DbC is all about, as there are plenty of good references, including the wikipedia link above, that do a much better job. If you have not heard about it, read about it. We sometimes need a certain level of paranoia in our approach to developing software and DbC is a valuable weapon in our arsenal against mistakes made by others and more importantly ourselves.

Eiffel -> C#

The pragmatic programmer book highlights how contracts are built into some languages, with specific reference to Eiffel. I’ve never used Eiffel and don’t plan to move away from my core skill set of C# and C++ in the near future, although no doubt a niche job in the city using Eiffel would pay off my mortgage quicker…. perhaps at the expense of my sanity! Anyway, what I needed was a C# toolkit to get playing with, but before I talk about that lets look at the problem we are trying to solve.

The Problem

A simple, very artificial problem to determine the square root of a number. This is purely to allow for the simplest demonstration possible and is, on its own, a little daft!

public class MyMath
    public double SquareRoot(double val)
        return System.Math.Sqrt(val);

Hopefully, as we are talking about defensive code, it is obvious that the problem is with negative values of val. The traditional solution would be to use an assertion:

public double SquareRoot(double val)
    Debug.Assert(val >= 0);
    return System.Math.Sqrt(val);

now the obvious problem with this is that the assertion is only done in debug builds of the software, which can of course be got round using Trace.Assert() instead or by taking the heavy handed approach of something like:

public double SquareRoot(double val)
    if (val < 0)
        throw new ArgumentException("val less than 0", "val");
    return System.Math.Sqrt(val);

On first glance these all look ok and indeed for runtime checking, probably are. However, if we want to catch problems early, we want to be thinking about catching them before they even have a chance to fail, either at build or at development time. Most contract framework toolkits provide this and more, which is why I went looking for a .NET Contract toolkit and as it turns out there class in .NET 4.0 under the System.Diagnostics.Contracts namespace. These on their own are not particularly useful without a decent tool set. This does not come as default with Visual Studio but can be downloaded here.

Code Contracts with VS2010

If the above code was to use contracts the code would look something like this:

public double SquareRoot(double val)
    Contract.Requires(val >= 0);
    return System.Math.Sqrt(val);

But I want to run through a slightly elaborated example, using the same square root wrapper, but go a bit further in order to expand your mind ;) Well, to get you thinking about the possibilities at least.

Get Source

Categories: Testing Tags: , , ,

Prism Part x – The argument against prism.

November 18, 2011 Leave a comment

Some of you may have read my other Prism posts, looking at the stats it’s probably not that many :) I have decided to stop posting about Prism for one main reason, that I am unlikely to use it in the near future. My blog posts are always driven by work I am actually involved with and having worked with Prism for a while I have realised that it is not really appropriate for the kind of development that I do.

It would be unfair to say that this is a conclusion I have drawn in islolation from other people’s views. My colleague Paul Jackson was influential in this as I worked on some ideas for a future version of one of our products, which currently uses Prism 2.1. I have come to the conclusion that the complexity in the codebase we have is partly due to the introduction of Prism and it got me thinking about how appropriate it is for the kind of product we have. As I started working on new ideas, I started with Prism in mind, but found that complexity was being added to the product by using Prism, rather than simplifying the development. I now don’t believe that Prism is appropriate for applications being developed by single teams of few developers.

So, when would I use Prism?

The basic factor for deciding whether to use Prism or not, in my view, is the size of the development effort and application. Prism allows separate teams to work independently using a very comprehensive toolkit that enables easy assembly of components. It allows large applications to evolve and be maintained by seperate teams.

It is only really under these circumstances that I would now consider using Prism, as I believe lightweight alternatives are simpler to implement, understand and maintain.

sputnik out! :)

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My quick daily scrummaster checklist

September 22, 2011 2 comments

It’s been a while since I posted on my blog and I hope it is not feeling neglected due to my lack of attention. I have been spending a lot of time recently planning for my wedding and of course working hard on project work. As I prepare to have a few weeks away from work I thought I would put together a checklist that I try to go through mentally before each Daily Scrum.

I am sure there are many more things that could be added to the list for your own application of scrum, but for ours, which works as it does, with few team members (3), remote working, non-dedicated resources and the many distractions we have, this is my quick checklist.

  1. Is the backlog estimated as much as it needs to, are there any outstanding new items that impact the delivery of the current release that have no estimates.
  2. Check the burndown /  burnup charts to get a quick snapshot of progress. I keep mentioning the report to everyone, but I don’t know if anyone other than me ever bothers to view it??!!
  3. Chase up the PO on items for Signing off.
  4. Check that upcoming items that haven’t been started have User Acceptance Criteria ready for the team
  5. Ensure that the items that are being worked on are In Progress and assigned to the correct person
  6. Check that items that are not being worked on are either New/Approved and have no person assigned to them…. Although there are probably some exceptions to this?

As I said, its a simple checklist that suits our team. What would be your checklist?

Categories: Uncategorized Tags: ,

A Pragmatic Application of Scrum

Agile Development

In the late 1990s, several development methodologies started to appear in response to the inevitable requirements churn in most software
project requirements. They emphasised close communication between the engineering team, the business and users and an ability to respond quickly and deliver value frequently and predictably.

At a summit of a small group of practitioners of these methodologies a consensus on the principles and values that sum up what it means
to be Agile was composed;  the now famous Agile Manifesto:

The Manifesto for Agile Software Development

We are uncovering better ways of developing software by
doing it and helping others do it.

Through this work we have come to value:

  • Individuals and interactions over processes and tools
  • Working software over comprehensive documentation
  • Customer collaboration over contract negotiation
  • Responding to change over following a plan

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

Supplementing this was the principles of agile development:

The Twelve Principles of Agile Software

We follow these principles:

  1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
  2. Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage.
  3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
  4. Business people and developers must work together daily throughout the project.
  5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
  6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
  7. Working software is the primary measure of progress.
  8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
  9. Continuous attention to technical excellence and good design enhances agility.
  10. Simplicity–the art of maximizing the amount of work not done–is essential.
  11. The best architectures, requirements, and designs emerge from self-organizing teams.
  12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly.

It is from these principles that Agile processes, practices and frameworks such as Scrum and XP have developed.

Lean Principles

While the Agile Manifesto is a result of a consolidation of what was starting to happen in software engineering, Lean development principles came as a result of adapting and applying principles borrowed from Lean Manufacturing. Lean Manufacturing was centred on “Preserving Value with Less Work” and came from ideas and philosophy that had been developed by Toyota in Japan.

Lean development can be summarised by seven principles:

  1. Eliminate Waste. Everything that is not adding value for the customer should be considered waste. This includes time delays and unnecessary features and process.
  2. Amplify Learning. Short iterations encourage rapid feedback. This helps the team and the customer learn about their product and process quickly.
  3. Decide as late as possible. As software development is always carried out with some uncertainty. Decisions should be delayed until they can be made on facts not assumptions. The capacity for change should be built into a system.
  4. Deliver as fast as possible. The sooner a product is delivered the sooner feedback can be obtained and the sooner value can be realised by the customer.
  5. Empower the team. Find good people and let them decide how to do their job.
  6. Build integrity in. Simplicity, Clarity, Minimal features resulting from refactoring continuously. Continuous integration of features should include thorough testing to verify the integrity.
  7. See the whole. Ensure communication between teams developing different components of a system to encourage an understanding of interactions between components.

Lean thinking can be summarised by: “Think big, act small, fail fast, learn rapidly”


Scrum is a popular process framework based on short iterations of development known as sprints; its primary principle is Inspect and Adapt, a direct response to thinking in a lean way. It is the recognition that we need to learn as we have gaps in our knowledge about the product. It is the acknowledgement that we need to fail fast, but in relation to small actions. It is also the point at which waste can be identified and eliminated.

Inspect and Adapt is also a response to the agile principle of responding to change over following a plan. Inspection and adaptation is important enough in scrum to have a dedicated meeting every Sprint, the Retrospective.

The short iteration cycle, or Sprint, allows for a lot of the Lean principles to be applied, including delivering fast, deciding late and amplifying learning. In scrum, the Team is empowered to decide how it wants to work and integrity is encouraged by having multi-disciplined team members with an ability to develop and test.

The Daily Scrum, a point at which all team members notify each other of work done, work in progress and impediments applies the principle of Individuals and Interactions over process and tools and the Sprint Planning and Sprint Review encourage Customer Collaboration via the Product Owner, who is the customer representative to the Team.

In a scrum project a Scrummaster is often in place, not as a project manager but rather a mentor and coach to encourage the Inspect and Adapt principle and help remove any impediments external to the Team.


The Scrum process is a relatively simple one, as shown below

The product is defined by a list of User Stories held in a Product Backlog. This is managed by the Product Owner.

Sprint Planning is carried out to determine, based on the Team’s throughput, known as Velocity, how much can be taken into the Sprint Backlog. Once this has been agreed by the Team, the Sprint, a fixed development iteration, can start.

As the Sprint goes on, every morning the Team will inform each other of work done, work in progress and Impediments in the Daily Scrum.

Once the Sprint is finished, the User Stories are demo’d to the Product Owner by the Team in the Sprint Review. The Product Owner then agrees which User Stories are done and removes them from the Product Backlog The total value of Effort for the done User Stories in the Sprint makes up the Team’s Velocity.

The Sprint is completed and the Team now hold a Retrospective where they discuss and identify what is going well, what is going badly, how to get the most out of what is going well and address what is going badly.

The Velocity, Product Backlog and actions from the Retrospective are all brought to the table again in the Sprint Planning
to plan the next Sprint.


There are 3 roles in the Scrum Process:


The Team is responsible for estimating and delivering the product to the customer, adapting its process and practices as it needs, ensuring the quality of its product and identifying problems and addressing them as they arise.

Product Owner

The Product Owner is responsible for representing the customer, maintaining the backlog, prioritising User Stories.


The Scrummaster is responsible for coaching and encouraging agile thinking, unblocking the team of external impediments.


The four main artefacts in Scrum are as follows:

Product Backlog

The Product Backlog contains a prioritised and estimated list of all functionality required by the user. Low Priority stories are often coarse grained and undetailed in their nature and are often referred to as Epics. As the story moves up in priority it often needs to be broken up into smaller chunks so the resulting high priority items are fine grained and take minimal effort to complete. This is one of the essential components of scrum. Scrum cannot really happen in any sense without it, it is important that it is maintained in terms of estimates and prioritisation.

Release Burndown Chart

The Release Burndown Chart is a graph of progress through the backlog showing the total Effort left in the backlog at the end of each sprint. An example of a release burndown chart is shown below. The graph shows a reducing value that can be used to predict the release date.

Sprint Backlog

The Sprint Backlog is similar to the Product Backlog but just the work committed by the Team for the current Sprint. This is usually split down into Tasks which have an associated estimated work remaining updated daily.

Sprint Burndown Chart

The Sprint Burndown Chart is similar to the Release Burndown chart but tracking the work remaining in the Sprint Backlog.


Scrum typically has 5 meetings or events.

Sprint Planning

At sprint planning, the Team decides how much capacity they have for the next sprint, based on their previous Sprints’ Velocities. The Product Owner also decides on a goal for the Sprint. The Team then goes through the backlog with the PO, ensuring User Acceptance Criteria are up to date and estimates are correct, and commit to User Stories until the effort required to complete them matches their expected Velocity. This list is the Sprint Backlog.

The User Stories on the Sprint Backlog can then be split down into individual tasks and the remaining work estimated. Once the total remaining work has been estimated and both Team and Product owner are happy with the Sprint Backlog, the Team commits to doing the work in the Sprint and the remaining work value used as a starting point for the Sprint Burndown Chart.


The sprint is when the work is carried out by the Team. The Sprint Burndown Chart can be used to monitor progress as the remaining work is reduced on a daily basis or more frequently. The Sprint backlog is fixed for the duration of the sprint and the Team gets on with the work, ensuring integrity and quality of the product they are producing.

Daily Scrum

At a fixed time every day of the Sprint, usually first thing in the morning, the team gets together for a quick stand-up face-to-face meeting to inform each other of yesterday’s progress, today’s tasks and any impediments that are blocking their progress on a particular task or story. The Daily Scrum is a very important part of scrum. It encourages communication, allows the team to identify issues early and impediments cleared as and when they happen.

Sprint Review

The purpose of the sprint review is for the Team to demo the User Stories to the Product Owner and any other potential users or user representatives. The Product Owner can try out the features, ask questions and possibly formulate new User Stories for scenarios not covered by the original User Acceptance Criteria. Once the Product Owner is satisfied that a User Story is complete, they mark the User Story as done and remove it from the backlog.

Once all User Stories are demo’d and marked as done or otherwise, the total effort for those User Stories is recorded as the Team’s Velocity for the Sprint.


After the Sprint Review the team carries out a Retrospective on the previous sprint, possibly including feedback from the Sprint Review. The retrospective can take many forms, but typically involves analysing good and bad things that are happening within the Team, Process etc. and identifying actions to resolve them.


Applying Scrum Principles and Practices to your Project

While some scrum practitioners are quite strict in their approach to applying scrum, I believe it is up to the team to determine how best to apply scrum to their project. I have put together some thoughts based on my experience as to when the items above are essential, eneficial,
unnecessary or sometimes a hindrance.

If you make choices based on my experience, only time and your experience will tell whether they were the right ones. Therefore it may be appropriate to adopt the whole of scrum and then use the Retrospective to adapt the process as needed.


Product Owner

The product owner is the human interface to your users. This role is essential if you want to truly capture your users’ needs. It is
possible that a single person could fulfil 2 roles, Product Owner and Scrummaster, although there will be a risk of encouraging the ompromising of agile and lean principles by that one person as they will be occupying 2 roles where conflicting interests  may need to
be resolved.

I would always recommend that for any development, even for a Team of 1, the Product Owner should be outside the team.


It goes without saying that the team is essential, otherwise the work will just not be done. Ideally the team should have members that are multi-disciplined engineers, although this is not always possible. However the team should always have within it all the capability to design, develop and fully test User Stories and the product to a point where the Product Owner can agree to the User Story being done.

The ideal team size is said to be around 8 members. Much more than this will start to get difficult, but many principles can still be applied. The more people there are in a team, the more amplified the difference of opinion may become, also the amount of work in progress for the team as a whole increases meaning they will have to keep a closer eye on in sprint progress.

Smaller teams however have different problems. It is more affected by external distraction and often can be difficult to maintain a predictable velocity. The constant production of a Sprint Backlog that is rarely completed each sprint can be a real discouragement, especially to a small team starting out with scrum. Often at this time it is very important for the team to analyse the way that its working and adapt scrum to reduce the amount of wasted time.


The scrummaster is an interesting role. Many people say that if a team is mature, understands scrum fully, is thinking in an agile and lean manner, then it shouldn’t need a scrummaster. The scrummaster generally acts as a coach and mentor, so is important for any team starting with scrum. Some teams even rotate the role of Scrummaster each sprint so everyone gets a chance to learn about applying scrum.

I would suggest that for teams of more than 1 then the role is needed, especially on start-up. Only when a team and product is mature is a scrummaster no longer needed, although even that is debatable, as the scrummaster often brings more benefits than just coaching


Product Backlog

The product backlog is essential, it defines the product, it defines the future of the product, it is the basis for estimating, prioritising and planning. The whole backlog should be prioritised and estimated, with regular ‘grooming’ sessions to ensure that it reflects priorities and expectations.

You cannot do scrum without a product backlog.

Release Burndown Chart

The release burndown chart is just a means of visualising the Product Backlog; it is a means to an end. When used alongside the Product Backlog, the Release Burndown Chart can be used to assist planning and strategy.

How you visualise the progress through the backlog is up to you. I would suggest a Release Burndown Chart as a starting point. Cumulative Flow Diagrams are also very useful for identifying lead times and bottlenecks, based on the change of work In progress and are a good substitute for Release Burndown Charts.

Sprint Backlog

The sprint backlog is a means of batching up work and tracking small incremental batches of work. For a large team I would suggest that in order for inspecting efficiency and tracking progress then this is an essential item

However, for small teams that have an unpredictable velocity the generation of the Sprint Backlog during Sprint Planning can be a frustrating experience. Perhaps working directly from the Product Backlog is more appropriate. Inspection of metrics gleaned from the changing state of the Product Backlog may be more appropriate in improving efficiency and tracking progress than a Sprint Backlog.

Sprint Burndown Chart

Much like the Release Burndown Chart, the Sprint Burndown Chart is just a means of visualising the progress through the Sprint Backlog. It is a very useful graph and I would recommend that if a Sprint Backlog is present, then a Sprint Burndown Chart is essential.


The first thing I would say that presuming there is more than 1 person involved with a project (Product Owner and 1 man Team as a minimum) then these events are all necessary, how they are carried out depends very much on how the artefacts are being used. I have included some notes on each event.

Sprint Planning

Sprint planning is about just that, planning the Sprint. A goal should always be set for the sprint by the Product Owner; an expected target should also be set on the Product Backlog, based on the Velocity.

Whether a Sprint backlog should be used was mentioned briefly earlier.

The Sprint Planning meeting is often a good opportunity for some Product Backlog grooming in terms of estimating and prioritising.

Daily Scrum

The Daily scrum is there to encourage communication and keep everyone up to date. It requires minimal effort for small teams; it can even be done remotely if needed, although a lot of practitioners would discourage this.

The important thing is that everyone is up to date with what the team is doing and impediments are being reported and addressed.

Sprint Review

The sprint review is necessary to check that the work in the sprint backlog has been done. If you are adopting a more pipeline approach, just taking work directly from the product backlog, then it may be more appropriate for the Product Owner to review each User Story as the team completes them. That way, work in progress is also kept to a minimum.


Inspect and Adapt is an essential principle of scrum. It is important that you determine ways and means of analysing what’s going well and badly as a Team and the Retrospective is the best point at which to do this. As a 1 member team it is just as appropriate to carry out a retrospective yourself at the end of a sprint and record actions in order to improve the efficiency of the way you work.

Categories: Agile Tags: ,

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