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The first book to cover Agile Modeling, a new modeling technique created specifically for XP projects eXtreme Programming (XP) has created a buzz in the software development community-much like Design Patterns did several years ago. Although XP presents a methodology for faster software development, many developers find that XP does not allow for modeling time, which is critical to ensure that a project meets its proposed requirements. They have also found that standard modeling techniques that use the Unified Modeling Language (UML) often do not work with this methodology. In this innovative book, Software Development columnist Scott Ambler presents Agile Modeling (AM)-a technique that he created for modeling XP projects using pieces of the UML and Rational's Unified Process (RUP). Ambler clearly explains AM, and shows readers how to incorporate AM, UML, and RUP into their development projects with the help of numerous case studies integrated throughout the book.
- AM was created by the author for modeling XP projects-an element lacking in the original XP design
- The XP community and its creator have embraced AM, which should give this book strong market acceptance
Companion Web site at www.agilemodeling.com features updates, links to XP and AM resources, and ongoing case studies about agile modeling.
- Sales Rank: #278051 in Books
- Published on: 2002-04-04
- Released on: 2002-03-21
- Original language: English
- Number of items: 1
- Dimensions: 9.26" h x .91" w x 7.56" l, 1.54 pounds
- Binding: Paperback
- 400 pages
Features
- ISBN13: 9780471202820
- Condition: New
- Notes: BRAND NEW FROM PUBLISHER! 100% Satisfaction Guarantee. Tracking provided on most orders. Buy with Confidence! Millions of books sold!
Review
“…I would not hesitate in recommending this book…” (CVu, October 2004)
“…easy-to-follow…enjoyable writing style…overall the book is impressive…valuable reading…” (Software Testing, Verification & Reliability, March 2003)
From the Back Cover
"In Agile Modeling, Scott Ambler captures the spirit of skillfully applying the UML, patterns, and more-the balance between too much and too little."
-Craig Larman
Extreme Programming (XP) and the Unified Process (UP) have both caused quite a sensation in the software development community. Although XP offers a methodology for faster software development, many developers find that it does not explicitly include modeling time, which is crucial to ensure that a project meets its proposed requirements. UP developers, on the other hand, have found that the UP approach to modeling is too documentation-intensive and top heavy, thus impeding progress.
Enter Agile Modeling (AM)-- a unique methodology specifically designed to enhance your modeling efforts on software development projects.
In this innovative book, Scott Ambler reviews how to:
* Model on an XP project without detracting from its fast-moving and agile software development approach
* Simplify the modeling disciplines/workflows of the UP without losing any of the true benefits of those disciplines
* Use modeling to explore an issue or to facilitate communication
* Effectively apply the UML, and extend it with other methodologies, to meet your real-world development needs
* Reduce the documentation burden on your project by writing agile documents
* Use simple modeling tools, such as index cards and whiteboards, and know when to use complex CASE tools
* Rethink your approach to work areas, modeling teams, and modeling sessions
The companion Web site includes updates to the book, links to XP and AM resources, and ongoing case studies about AM.
Wiley Computer Publishing
Timely. Practical. Reliable.
Visit our Web site at www.wiley.com/compbooks/
Visit the companion Web site at www.wiley.com/compbooks/ambler
Visit the author's Web site at www.agilemodeling.com
About the Author
SCOTT W. AMBLER is President and a senior consultant of Ronin International (www.ronin-intl.com), a software services consulting firm that specializes in software process mentoring and object/component-based software architecture and development. Scott is the author and/or coauthor of numerous books and also coeditor, with Larry Constantine, of the Unified Process series from CMP Books. Scott is a contributing editor with Software Development magazine and a columnist with IBM developerWorks. Scott has spoken at UML World, Software Development, OOPSLA, Object Expo, Java Expo, and Application Development.
Most helpful customer reviews
6 of 7 people found the following review helpful.
Disappointing
By Steven Ketcham
About 200 pages of excellent content compressed into 380 plus pages. Huge amounts of repetitive cut-and-paste text interspersed fresh information (ex. compare the only complete paragraph on page 200 with the second paragraph on page 191). This book rides on the current popularity of Agile methodology and the author's reputations. Read it if you have the time - it does contain valuable insights.
27 of 29 people found the following review helpful.
A Challenge from Common Sense
By Vince Kenyon
An adept application of common sense--and the author's significant experience--to the use of models in software development.
A model can be almost anything that developers make to describe the software that they build--just like an architect's drawings.
A given software development effort might call for any number of different types of models including data models, class models, sequence diagrams, dataflow diagrams, statechart diagrams, etc. The set of models used on any particular project will depend partly on the nature of the project and partly on the preferred methodology of the software developers.
Agile Modeling (AM) is not itself a software development methodology. It is a collection of principles and practices to follow when using models to develop software according to a methodology like Rational Unified Process (RUP) or eXtreme Programming (XP). Many of the practices derive from an application of XP concepts.
AM challenges a number of practices widely followed (or at least preached) in organizations developing software:
1. Specializing personnel in producing a single type of model
2. Dedicating work sessions to producing a single type of model
3. Saving models after the software is developed
4. Keeping models up-to-date during and after the development project
5. Using sophisticated software to assist in modeling
6. Finishing models before coding software
AM does not in all cases prohibit these practices, but it emphasizes that the purpose of a software development project is to develop software--not just to develop models. The practices of AM help to keep models in their proper subordinate relation to the working software that is the true goal of any development project.
People with more luck than experience might doubt the need for agile modeling. Please accept from a reader with much more experience than luck an assurance that the need is great. This reader has personally witnessed development projects undertake the costly construction of models having at best a tenuous relation to the software to be developed.
It should in fact come as no surprise. Who would not agree that it is easier to waste other people's money than to abandon one's own obsessions?
At any rate, Mr. Ambler tries to keep us on track with this excellent book, challenging us to use models but to stay focused on software.
Different readers are likely to be challenged to different degrees by AM's various principles and practices. This reader easily accepted, for example, the practice "Create Several Models in Parallel," counseling us to construct multiple model types simultaneously and to eschew the antipatterns of "Single Artifact Developers" and "Single Artifact Modeling Sessions" (pp. 47-50).
The principle "Maximize Stakeholder Investment" proved more challenging. It counsels that project stakeholders (i.e. the businesspeople commissioning the development project)--not software developers--ought to decide whether to develop software documentation (p. 37). True, the stakeholders pay the bills, but architects and accountants also have paying clients who are nevertheless not able to dictate everything about their work. Clearly software development should have professional standards whose suspension may not be commanded even by a paying client.
Another challenge for this reader: "Agile modelers typically do not bother to distinguish between the different "flavors" of modeling, . . . (p. 252)." Here Mr. Ambler is writing about what Martin Fowler calls "perspectives"--conceptual, specification, and implementation--that a model might take on its subject. These perspectives correspond to the business analysis, system analysis, and system design phases of a software development project.
In his "UML Distilled," Mr. Fowler differs sharply from Mr. Ambler: "Understanding perspective is crucial to both drawing and reading class diagrams. . . . it is very important to separate the specification perspective and the implementation perspective (p. 52)."
Or does he? Mr. Ambler hedges his position in the very same sentence: ". . . they just model appropriately as the situation calls for." Now, how can one "model appropriately" if one does not first "bother to distinguish"?
Elsewhere too, the advice of AM can seem equivocal (or is it "nuanced"?). The practice "Collective Ownership" allows everyone on a project to work on any of the project's models. This "power to the people" is however greatly diluted by the practice "Model with Others," prohibiting anyone from modeling alone. Further dilution appears in the case study, where it is recognized that one would be foolish to work on a database design without consulting "Brendan, the database administration (DBA) expert on the team (p. 288)."
It is interesting to compare Mr. Ambler's populist principles for teamwork with the more elitist principles of Frederick Brooks in "The Mythical Man-Month." Mr. Brooks begins his third chapter by citing the "wide productivity variations between good programmers and poor ones." He derives from this observation a software development organization patterned after a surgical team--with one operating surgeon and a small flock of assistants.
Although starting from opposite principles, Brooks and Ambler finish peculiarly close in their team-building practices. A la XP, Brooks's ideal team pairs the "surgeon" with a colleague equally gifted though less experienced. Inversely, Ambler approaches Brooks by listing in Chapter 12 the qualities of superior software developers. "Everyone can learn from everyone else" is one of the "supplementary principles" of agile modeling, but clearly some people have less to learn than others.
Mr. Ambler seems well read. He frequently cites related books throughout the text, adding a special recommendation here and there. One of these recommendations surprised this reader, who was astounded that Mr. Ambler found "UML for Database Design" by Messrs. Naiburg and Maksimchuk "a good read (p. 170)." You may find this reader's differing opinion filed with Amazon.com
Our difference on this small point serves only to highlight the strength of this reader's recommendation.
This is a provocative and well-reasoned explication. Agile Modeling will leave its mark.
12 of 14 people found the following review helpful.
You can have way too much of a good thing
By John Bonavia
This is a mix of good, bad, and annoying
Good: the author really does know a lot about modeling (except data modeling, see "Bad") and gives good explanations and examples of many aspects of modeling at many stages in the development process. If you can plough through his 350+ pages, you will have found many stimulating and practical concepts and some good advice on implementing them.
A very good chapter is Chapter 29 - a discussion of how to implement Agile Modeling - or really, any agile practice - in a usually hostile world. Some battle scars showing here!
I also like that he does not consider the UML the be-all and end-all of modeling tools. Like him, I've found good use for the trusty old DFD (Data Flow Diagram) of the 70's, where appropriate.
And his overall message - that the agile approach can extend to your design and modeling task, not just code, and the implications for minimizing the documentation effort - is very strong.
I find his reference to quick diagrams "on the back of a napkin" a bit overdone. Sure, the quick informal diagram is excellent, but paper napkins are not the best medium! Hand-drawn on a piece of paper, or a card, sure...if you are discussing models in a bar or restaurant with that degree of focus...get a life!
Whiteboard and digital camera can certainly be used much more than they are. But the overall point is excellent: that when you are documenting (and he has some difficulty separating out "modeling" from "documenting" and acknowledges the problem) you are not creating the end-product, and there is a cost for that. "Travel light" - yes. As Einstein said "Everything should be as simple as possible, but no simpler."
Bad: his data model example is terrible. What's with adding surrogate keys to every table? This is a pernicious practice that has become all too common from people who never learned relational theory and try to fit relational into the object model. A giveaway is that he calls his "identity" columns "persistent object identifiers." Yes, sometimes they are necessary or useful, but in general the natural key is way better. In his Customer table, there is a customer number - but it's not the primary key, a pesky OID is! He himself acknowledges that this may give performance problems, or at least not be optimal. It implies more indexing and triggers...oh well, enough already. Just don't let RDBMS gurus like Fabian Pascal or Joe Celko see that chapter.
Slightly annoying: A few little niggles about English usage etc - by now you would think that any publisher's editor would know that "supersede" has no "c" in it, and that you can't be "reticent to" something - the word is "reluctant. Odd. On the other hand, thank goodness for someone who understands why it's "co-located" not the bizarre "collocated" that I see far too often.
Really annoying: Basically, Einstein's phrase above could have replaced about half the book. It's incredibly repetitious, and also over-organized, over-conceptualized, over-categorized, generally over-inflated. We need a discipline of Agile Communication! An end to ListMania! A thoroughgoing refactoring of the contents is in order. His four Parts and thirty Chapters contain massive redundancy. The matching of agile modeling precepts, in finest detail, to the equally excruciating detail of the RUP, is really an unnecessary exercise. We don't have TIME for this!
As someone else said, a short White Paper could have replaced the entire book. Hence the two stars, good though some of the material is.
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