Click here to close now.


API Journal Authors: Elizabeth White, Liz McMillan, Jason Bloomberg, Carmen Gonzalez, AppDynamics Blog

Related Topics: Adobe Flex, Java IoT, IoT User Interface

Adobe Flex: Article

Agile Chronicles #1: What is Agile Based On?

Including my definition of the Agile/Scrum process


Five weeks ago, I started a project with  Enablus, a firm that works with mainly startups to build products. I loathe service work, and love product work, so am really glad to be working with them. Even better, they are only 30 minutes from my house. I don’t really need to go more than 2 to 3 times a week, but I like how close they are when I do. One thing that struck me in the initial project discussions was that Enablus was really big on process and lingo. Darrell Ross, the project manager and partner I’m working with, although hard to read initially, still showed signs of uneasiness when I didn’t give him the answers he was wanting to hear in the initial discussions. For example:

“Do you utilize Continuous Integration?”

“Uh… what the hell is that?”

“You know, everyone on the team checking in code into a source control system every day, utilizing Test Driven Development practices, automating your builds, etc.”

“Er, I use Tortoise SVN and BeyondCompare all the time! Although, most people I work with don’t check in every day, don’t use TDD, and do not automate their builds.”

“I see…”

We’d constantly go through this. He’d ask a serious question like, “Do you utilize OOP and an software framework(s)?” and I’d respond with some cynical response questioning the merits of when OOP and frameworks are applied, or what I did and did not like about a particular framework, and how I don’t always officially follow their implementations… never really answering his question and thus not giving him confidence. I was constantly amazed at how structured Darrell made things sound, and he probably wondering how the hell a positive impression of “Jesse Warden” was formed in his head in the first place based on the answers I was giving him.

In all instances, we’d discuss the details of my responses, and he seemed to get the details he needed, feel better, and move on. Too ease his stress, I opened up and said that I’ve never really worked in places that were above a Level 3, and even those I felt never followed the processes he was mentioning, specifically Waterfall or Agile development, to the letter. Later in my consulting and contracting career, I had moved to using some concepts of Agile such as iterative development, and having builds of the software regularly on a schedule (usually weekly) even if the client didn’t need one for weeks or months. It had nothing but positive ramifications in the long run, so I stuck with what worked and saw other successful people doing similar things. It’s really a simple process (my version): Have a build working by Friday, every Friday.

I’m not sure Darrell believed me that everywhere I’ve worked, whether full-time or consulting/contracting, did not use a standardize process such as Agile. Maybe it did and I just wasn’t privy to the details?  Again, I never cared till this year.  Either way, nothing sounded as strict and defined as Darrell made it sound as he described the Agile process to me. Hence the point of this series of posts.


I’ve never been interested software development processes. To me, it’s always been more important to be really good at the 3 main things that count: knowing your platform, knowing your tools, and knowing the language you code in. The better you know those 3 things, the more capable you’ll be at developing software, helping those on your team develop software, and thus ensure your team will be successful. As Dave Wolfe has said, it takes a village; a great team can ensure success. Whether the project actually succeeds isn’t really up to the software team at that point; hence the second rule to the “8 of 10 software projects fail” is “9 out of 10 are perceived as failures”. Even if you create an awesome piece of software, management, stakeholders, and/or clients can still perceive it as failing.

As I’ve found throughout my career, there have been more pressing issues than “process”, such as:

  • getting the dang design comps
  • making a workflow where fonts will compile on both machines (Mac and PC)
  • coming to a consnsus with team members on how the framework you are using should be implemented
  • finding out what the heck we are building really is
  • finding out how the heck what we are building really works
  • resolving source control issues

There are tons of other things, but each has the capacity to reach fire drill status, and thus become a major time sink and productivity killer. As you know, losing time is the LAST thing you want to have happen in software development.

It also depends on the type of work. Working with Design Agencies, there was no process. Not because Agencies are dumb, but rather because the project timelines Agencies have are typically significantly shorter than traditional software or product development. On average, 2 weeks vs. 4 months. While a deadline can stretch to 4 months, you only work 10 man days on it, and of those 10, 5 are done initially, and the other 5 are done over the course of 2 or 3 months on client changes. In short, if you have 5 days to complete a complicated coding project, you’re more focused on getting things done than you are worrying about encapsulation, continuous integration, and frameworks. Writing code on day 1, and wondering who in the heck has time for UML and test cases. Agencies are deadline driven, whereas in software development, nothing is ever on time.

In consulting, you’re typically working within the constraints of your client’s company. It can go down two different ways. Either you get treated like a service shop, and requirements are thrown over the wall, and you complete how you see fit. Otherwise, you integrate with an existing team, and work within their processes, trying to improve them where you can. Contracting is usually the same way, although, you usually have little to no say in the process.

Even including regular work (W2 at a software shop), all instances can significantly have their chances of success improved through skill. If you’re skillful in the aforementioned 3 areas (platform, tools, language), it doesn’t matter how screwed up things are; you can always depend on skill to make or break a project.

…or so I thought. Going back to the 2nd rule of software development, “9 out of 10 software projects are perceived as failures”, I started to have more of the second rule happening vs. the first.  In those projects, more of my time would be spent doing non-software things, like pitching a tent in the project manager’s office, discussing details with stakeholders, drilling sales on what they were really trying to accomplish, etc. In the end, trying to define success to ensure my team and I weren’t setup to fail from the beginning. Being setup to fail, yet having a team with mad skill, results in you months later outside the office smiling on your umpteenth beer regaling all in the pimp architecture you created that never did, nor will, see the light of day. Creating awesomeness with no result is extremely more frustrating than flat out failing. The positive to failing is you can learn from it. Failing, even though technically you succeeded, is just straight ridiculous, and it was at those points I started to become more interested in the software development process. I realized I needed to find a team who knew all these processes I’d read about on the internet blogs.

Enablus is one of those teams. They clearly know Agile, as far as I know it 5 weeks in.

Agile As I Know It

I got Darrell to explain how Agile, specifically the Scrum part, works. This is my paraphrased, and re-interpreted version of our discussions, and my working with the process for a few weeks.  If you have a good idea, do market research to ensure it’ll sell, then you just need a good team to execute it. The execution on the software side for product development utilizes an Agile approach.

User Stories

The Agile approach, for the engineer, starts by defining “User Stories”. User stories are a set of sentences that describe what the user experiences while using the software. These can be derived from the wireframes; design comps aren’t a requirement. A user story can be expressed like so:

Login: User inputs Username and Password and clicks “Start Application”. Login is validated. For all other login instances, the Dashboard is displayed.

Notice there is no implied technology or design construction details. The user story merely describes what the user see’s, what interactions the do, and what the results of those interactions are. That same user story could apply to Flash, Silverlight, AJAX, PHP, etc. It’s technology agnostic; the point here is to document a user experience to ensure we’ve captured it well enough to be understood, and thus executed upon. The same goes for design. It doesn’t say “2 text input fields for username and password, with bold headings to the left, aligned center”. It’s left up to the interpretation of the designer to execute that user story, and hopefully provide direction for the GUI programmer through design comps assuming the user stories were derived from the wireframes, and not the design comps.

Notice also, it’s not a “feature”. It doesn’t say, “The user can login”. That leaves things massively open to interpretation, and solves no business value even if the feature is “completed”. As we all know, not all logins are the same. Documenting features, and executing them is one of the number one ways to be setup to fail, and is also one the main reasons Waterfall doesn’t work. If a software spec says, “The user must be able to log into the system”, but doesn’t describe registration, single sign-on, error scenarios, and how it’s supposed to look, you’ll end up with software that the client doesn’t like.

Some user stories are extremely high level. These are sometimes called meta-stories because they actually encompass a wide array of smaller user stories. Describing a login scenario can have a multitude of smaller user stories within it such as “user is presented with an error dialogue stating that they must first activate their account via the confirmation email before gaining access to the entire application’s feature set”. The level of detail only matters in so much as to make sense to the designer and engineer executing it. If a user story encompasses weeks of coding, it’s probably a meta-story and should be broken down into more manageable user stories that are easily defined, and more easily tackled in a reasonable time frame. What’s reasonable and doable is different for each team.

You create user stories for your entire application. What does, rather what SHOULD, the user be able to see, do, and experience?


These user stories go into a “Backlog”. This backlog is a list of all the user stories, say 50… or a hundred. How many user stories you have are irrelevant. What’s important is that they are all documented in one place called the Backlog. You need to ensure all of the user stories are valid with the stake holders. It also helps to go over them with your entire team to ensure they make sense to everyone involved.

As you move through your project, you may find you’ll need more user stories to account for things you didn’t think about, or for additions/modifications to existing user stories. You then just add them to the back log. It’s normal for a backlog to grow during a project life cycle. However, you do not have to complete the entire backlog to complete the project. A lot of times, the stakeholders will make a business decision that 40 of the 60 user stories is enough to have a great product, and say “ship it”. That’s one of the key benefits to Agile is that you have working software throughout the project, and at anytime can make the determination of when it’s “done”… or is just a version 1.

Point System

Once your done with your backlog, you then have your team go through and assign points to each user story. To do that, you need a Point System. A point system is defining a metric for “how challenging something is”. In simple terms, a 1 is easy and a 5 is hard. It doesn’t have to be 1 through 5; it could be 1 through 10 or whatever. It’s best if they are numeric values because you use the points to measure a variety of statistics about your project. Additionally, each team may have their own definitions of what is challenging. While it’s best to use the same 1-whatever metric for the client and server team, the server team will most likely think creating a new server-side method a “1-easy” whereas a client developer a “5-hard”.

Once you’ve defined your point system and gained consensus amongst the team, you then go and assign a point value to each user story. This in essense gives each user story a “value”; how many points a user story worth. If you have multiple team members working on different parts of the system, say server-side and client side, you then have a point value added to each, such as “2 - mostly easy” for the server-side portion and “3 - doable” for the client side portion. The combined value gives the value of the user story, in this case 5.

From these point values, the project manager can then go back to the client, and ask, “With 20 points, what features do you wish to have completed in the first Sprint?”

The client can “purchase” user stories using those 20 points. A Sprint, which I elaborate on below, is an uninteruppted time period in which your team works on completing their assigned user stories. You make a guess in Sprint #1 on how many points your team can complete per Sprint. As time goes on, you start to see a pattern emerge of how many points per Sprint is the team completing. The client and managers can use this metric for planning and resource purposes. You can forecast, somewhat, how many Sprints you have to do to complete 60 points worth of features, and when you’ll have them completed. The chosen user stories that the client purchased are what your team is working on in Sprint #1.

Assigning points is a very important step for the engineering team. You typically don’t change point values mid-project, only assinging points to modified user stories or new user stories.


As I mentioned, Sprints are a period of time that your team works on their assigned user stories. A sprint is however long your team decides it should be to get a working build with the user stories assigned. This could be one week, two, or a month. My current team is using 2 week cycles. It’s important to note the “uniteruppted” part. The client and project manager won’t interject user stories mid-sprint, nor modify your work load. Basically, they don’t bother you. This allows your team to focus on the task at hand, prevent fire drills, and stay productive.

In the examples provided, your team has 2 weeks to complete 20 points worth of user stories. Now, a sprint isn’t just, say 10 days of straight working. You usually have 3 special days. The first day is the kick off. You determine the user stories you and your team members will tackle. A couple days before the last is your “merge day”. It’s when everyone merges the code together from their different branches (or you just make sure trunk works if not using branches, more on that later) to get an idea of where the build is at, and where your team is at with their user stories. This is a final checkpoint before…. the UAT. UAT stands for user acceptance testing and in this case, it’s going over the final working build. Your team collectively goes over each user story, and identify if the build satisfies the user story or not.

As I said, our sprints are 2 weeks in length. The first Monday is spent confirming what user stories are in the current sprint and who’s working on them. We try to work in our own personal branches so the 2nd Wednesday is “Merge Day”, where I take any branches I and my teammate have, merge into trunk, and work out the kinks. We make a mad dash the rest of Wednesday and all of Thursday to finish our remaining user stories, or fix issues with existing ones, or just the build in general. Again, over the course of a sprint, you can start to get a group average of how many points your team is capable of doing in a sprint.

We’ve been using a shared Google Spreadsheet with each Sprint’s user stories in its own tab.  We collaboratively use this all the time for reference.

Daily Standup

We have a call everyday at 1 pm EST / 10 am PST. Our server-side time + client is out west in Cali, and our Flex team + UX + designer + project manager + rest of the team for other areas is east in Atlanta. We each go around talking about what we completed yesterday, this morning, and what we plan on going the rest of the day. We also cite any roadblocks or issues, and if that involves another team member, we just schedule a separate call, or time to talk over IM, with that specific person. This results in our calls usually lasting 5 minutes each day. I’ve heard of other projects at Enablus having their daily standup lasting longer than 5 minutes, but our team is pretty focused; we know what we need to do.

The majority of my road blocks involve a web service not working like expected suddenly, or questions for the designer on how a part of the design comp is supposed to work. Most of these I just solve on my own by calling the team member outside of the meeting time.

Pros & Cons

There you have it, what Agile is based on what I’ve been told and experienced so far. So how’s it working out so far? Here are the pro’s and con’s for this first entry in the series.  I’ll elaborate in future articles, but here’s the quick rundown.


  • I’ve never been this stressed in the first two weeks of a project before.
  • coding with a “git-r-done” mentality; fast and furious.  Not everything has to be uber-architected.
  • each developer has their own branches; this makes checkins & merges a lot easier and less stressful
  • It’s nice to have something real after just 2 weeks.  Gives a great feeling of validation very quickly


  • a lot of re-factoring
  • creating new user stories later can break older ones
  • merge day is stressful
  • “need to see it working”; the desire to see working functionality before important functionality decisions can be made isn’t solved


In conclusion, I really like Agile methodology that we’re using so far as it allows me to code some things extremely fast and not have to worry about uber-architecting it. I just have to get it working which I’m good at doing quickly. For the things that matter, I can spend an allocated time which I feel good about doing because I can more easily see over time which areas deserve architecture and which ones do not.  The merge day is extremely stressful, but overall I like having an allocated day for it and using separate branches which prevent daily SVN drama.

I’ve never been this stressed in the first two weeks of a project before. The typical scenario is you get excited, and can’t wait to dive in. It’s a happy feeling filled with anticipation. Then, as the deadline approaches, you steadily get stressed out and things become less fun, albeit extremely frustrating. This isn’t always the case, but I’ve continually expected fun in the beginning, stress at the end.

It’s been really nice to be stressed at the beginning; this has implied to me the project won’t be so traditionally bipolar. The same thing happened to my mood once I capped myself at 2 cups of coffee a day. Think of it, you have 2 weeks to create working software; ready, GO! That’s insane, and really cool at the same time. What could you do in 2 weeks? It’s really nice to know that even after just 2 weeks of work on a 4 month (ish) long project, even the first 2 weeks will produce something valid and working.

Stay tuned for #2 in the Agile Chronicles series where I elaborate on the re-factoring challenges.

More Stories By Jesse Randall Warden

Jesse R. Warden, a member of the Editorial Board of Web Developer's & Designer's Journal, is a Flex, Flash and Flash Lite consultant for Universal Mind. A professional multimedia developer, he maintains a Website at where he writes about technical topics that relate to Flash and Flex.

Comments (0)

Share your thoughts on this story.

Add your comment
You must be signed in to add a comment. Sign-in | Register

In accordance with our Comment Policy, we encourage comments that are on topic, relevant and to-the-point. We will remove comments that include profanity, personal attacks, racial slurs, threats of violence, or other inappropriate material that violates our Terms and Conditions, and will block users who make repeated violations. We ask all readers to expect diversity of opinion and to treat one another with dignity and respect.

@ThingsExpo Stories
Today air travel is a minefield of delays, hassles and customer disappointment. Airlines struggle to revitalize the experience. GE and M2Mi will demonstrate practical examples of how IoT solutions are helping airlines bring back personalization, reduce trip time and improve reliability. In their session at @ThingsExpo, Shyam Varan Nath, Principal Architect with GE, and Dr. Sarah Cooper, M2Mi’s VP Business Development and Engineering, explored the IoT cloud-based platform technologies driving this change including privacy controls, data transparency and integration of real time context with p...
The Internet of Things (IoT) is growing rapidly by extending current technologies, products and networks. By 2020, Cisco estimates there will be 50 billion connected devices. Gartner has forecast revenues of over $300 billion, just to IoT suppliers. Now is the time to figure out how you’ll make money – not just create innovative products. With hundreds of new products and companies jumping into the IoT fray every month, there’s no shortage of innovation. Despite this, McKinsey/VisionMobile data shows "less than 10 percent of IoT developers are making enough to support a reasonably sized team....
Just over a week ago I received a long and loud sustained applause for a presentation I delivered at this year’s Cloud Expo in Santa Clara. I was extremely pleased with the turnout and had some very good conversations with many of the attendees. Over the next few days I had many more meaningful conversations and was not only happy with the results but also learned a few new things. Here is everything I learned in those three days distilled into three short points.
DevOps is about increasing efficiency, but nothing is more inefficient than building the same application twice. However, this is a routine occurrence with enterprise applications that need both a rich desktop web interface and strong mobile support. With recent technological advances from Isomorphic Software and others, rich desktop and tuned mobile experiences can now be created with a single codebase – without compromising functionality, performance or usability. In his session at DevOps Summit, Charles Kendrick, CTO and Chief Architect at Isomorphic Software, demonstrated examples of com...
As organizations realize the scope of the Internet of Things, gaining key insights from Big Data, through the use of advanced analytics, becomes crucial. However, IoT also creates the need for petabyte scale storage of data from millions of devices. A new type of Storage is required which seamlessly integrates robust data analytics with massive scale. These storage systems will act as “smart systems” provide in-place analytics that speed discovery and enable businesses to quickly derive meaningful and actionable insights. In his session at @ThingsExpo, Paul Turner, Chief Marketing Officer at...
In his keynote at @ThingsExpo, Chris Matthieu, Director of IoT Engineering at Citrix and co-founder and CTO of Octoblu, focused on building an IoT platform and company. He provided a behind-the-scenes look at Octoblu’s platform, business, and pivots along the way (including the Citrix acquisition of Octoblu).
In his General Session at 17th Cloud Expo, Bruce Swann, Senior Product Marketing Manager for Adobe Campaign, explored the key ingredients of cross-channel marketing in a digital world. Learn how the Adobe Marketing Cloud can help marketers embrace opportunities for personalized, relevant and real-time customer engagement across offline (direct mail, point of sale, call center) and digital (email, website, SMS, mobile apps, social networks, connected objects).
The Internet of Everything is re-shaping technology trends–moving away from “request/response” architecture to an “always-on” Streaming Web where data is in constant motion and secure, reliable communication is an absolute necessity. As more and more THINGS go online, the challenges that developers will need to address will only increase exponentially. In his session at @ThingsExpo, Todd Greene, Founder & CEO of PubNub, exploreed the current state of IoT connectivity and review key trends and technology requirements that will drive the Internet of Things from hype to reality.
Two weeks ago (November 3-5), I attended the Cloud Expo Silicon Valley as a speaker, where I presented on the security and privacy due diligence requirements for cloud solutions. Cloud security is a topical issue for every CIO, CISO, and technology buyer. Decision-makers are always looking for insights on how to mitigate the security risks of implementing and using cloud solutions. Based on the presentation topics covered at the conference, as well as the general discussions heard between sessions, I wanted to share some of my observations on emerging trends. As cyber security serves as a fou...
We all know that data growth is exploding and storage budgets are shrinking. Instead of showing you charts on about how much data there is, in his General Session at 17th Cloud Expo, Scott Cleland, Senior Director of Product Marketing at HGST, showed how to capture all of your data in one place. After you have your data under control, you can then analyze it in one place, saving time and resources.
With all the incredible momentum behind the Internet of Things (IoT) industry, it is easy to forget that not a single CEO wakes up and wonders if “my IoT is broken.” What they wonder is if they are making the right decisions to do all they can to increase revenue, decrease costs, and improve customer experience – effectively the same challenges they have always had in growing their business. The exciting thing about the IoT industry is now these decisions can be better, faster, and smarter. Now all corporate assets – people, objects, and spaces – can share information about themselves and thei...
The cloud. Like a comic book superhero, there seems to be no problem it can’t fix or cost it can’t slash. Yet making the transition is not always easy and production environments are still largely on premise. Taking some practical and sensible steps to reduce risk can also help provide a basis for a successful cloud transition. A plethora of surveys from the likes of IDG and Gartner show that more than 70 percent of enterprises have deployed at least one or more cloud application or workload. Yet a closer inspection at the data reveals less than half of these cloud projects involve production...
Continuous processes around the development and deployment of applications are both impacted by -- and a benefit to -- the Internet of Things trend. To help better understand the relationship between DevOps and a plethora of new end-devices and data please welcome Gary Gruver, consultant, author and a former IT executive who has led many large-scale IT transformation projects, and John Jeremiah, Technology Evangelist at Hewlett Packard Enterprise (HPE), on Twitter at @j_jeremiah. The discussion is moderated by me, Dana Gardner, Principal Analyst at Interarbor Solutions.
Discussions of cloud computing have evolved in recent years from a focus on specific types of cloud, to a world of hybrid cloud, and to a world dominated by the APIs that make today's multi-cloud environments and hybrid clouds possible. In this Power Panel at 17th Cloud Expo, moderated by Conference Chair Roger Strukhoff, panelists addressed the importance of customers being able to use the specific technologies they need, through environments and ecosystems that expose their APIs to make true change and transformation possible.
Too often with compelling new technologies market participants become overly enamored with that attractiveness of the technology and neglect underlying business drivers. This tendency, what some call the “newest shiny object syndrome” is understandable given that virtually all of us are heavily engaged in technology. But it is also mistaken. Without concrete business cases driving its deployment, IoT, like many other technologies before it, will fade into obscurity.
Microservices are a very exciting architectural approach that many organizations are looking to as a way to accelerate innovation. Microservices promise to allow teams to move away from monolithic "ball of mud" systems, but the reality is that, in the vast majority of organizations, different projects and technologies will continue to be developed at different speeds. How to handle the dependencies between these disparate systems with different iteration cycles? Consider the "canoncial problem" in this scenario: microservice A (releases daily) depends on a couple of additions to backend B (re...
The Internet of Things is clearly many things: data collection and analytics, wearables, Smart Grids and Smart Cities, the Industrial Internet, and more. Cool platforms like Arduino, Raspberry Pi, Intel's Galileo and Edison, and a diverse world of sensors are making the IoT a great toy box for developers in all these areas. In this Power Panel at @ThingsExpo, moderated by Conference Chair Roger Strukhoff, panelists discussed what things are the most important, which will have the most profound effect on the world, and what should we expect to see over the next couple of years.
Container technology is shaping the future of DevOps and it’s also changing the way organizations think about application development. With the rise of mobile applications in the enterprise, businesses are abandoning year-long development cycles and embracing technologies that enable rapid development and continuous deployment of apps. In his session at DevOps Summit, Kurt Collins, Developer Evangelist at, examined how Docker has evolved into a highly effective tool for application delivery by allowing increasingly popular Mobile Backend-as-a-Service (mBaaS) platforms to quickly crea...
Growth hacking is common for startups to make unheard-of progress in building their business. Career Hacks can help Geek Girls and those who support them (yes, that's you too, Dad!) to excel in this typically male-dominated world. Get ready to learn the facts: Is there a bias against women in the tech / developer communities? Why are women 50% of the workforce, but hold only 24% of the STEM or IT positions? Some beginnings of what to do about it! In her Day 2 Keynote at 17th Cloud Expo, Sandy Carter, IBM General Manager Cloud Ecosystem and Developers, and a Social Business Evangelist, wil...
PubNub has announced the release of BLOCKS, a set of customizable microservices that give developers a simple way to add code and deploy features for realtime apps.PubNub BLOCKS executes business logic directly on the data streaming through PubNub’s network without splitting it off to an intermediary server controlled by the customer. This revolutionary approach streamlines app development, reduces endpoint-to-endpoint latency, and allows apps to better leverage the enormous scalability of PubNub’s Data Stream Network.