Agile Methodology
Agile methodology is a software development approach that emphasizes flexibility, collaboration, and iterative development. It prioritizes customer feedback and adapts to changing requirements throughout the development process. Agile methodologies, such as Scrum and Kanban, promote continuous improvement and aim to deliver high-quality software in a more efficient and responsive manner.
8 Key excerpts on "Agile Methodology"
- Susan M. Houston(Author)
- 2021(Publication Date)
- Productivity Press(Publisher)
...There is the belief that working software is more important than comprehensive system documentation. The term Agile means being able to move easily and quickly and applying that to software development removes the rigid constraints of linear processes such as waterfall. Every method and framework that follows these values can be called Agile. While the agile movement is not necessarily anti-methodology, it allows for a more balanced process between the documentation that is needed and the need for documentation. Below are the 12 principles of agile software development based on the Agile Manifesto. 2 Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business people and developers must work together daily throughout the project. Build projects around motivated individuals. Give them the environment and support they need and trust them to get the job done. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Working software is the primary measure of progress. Agile processes promote sustainable development...
eBook - ePubGoing Beyond the Waterfall
Managing Scope Effectively Across the Project Life Cycle
- Barbara Davis, Darren Radford(Authors)
- 2014(Publication Date)
- J. Ross Publishing(Publisher)
...SECTION 3: APPLYING PROJECT AND ARCHITECTURE METHODOLOGIES IMPLICATIONS OF AGILE ON SCOPE There is increasing pressure on organizations to deliver working solutions to business in ever-shorter timescales without compromising quality. The processes by which solutions are developed must be agile and deliver what the business needs, when it needs it. WHAT IS AGILE? In this context, Agile development is a group of methods that provides a flexible yet controlled process that can be used to deliver solutions. Historically, the development methods have been applied to software development, but agile methods can be used for initiatives that have no technology element at all. In the project context, Agile is a delivery method based on iterative, incremental, and evolutionary development and delivery principles, as originally defined by Watts Humphries (IBM) and Hadar Ziv (University of California). It was designed as a means to deliver blocks of usable functionality in increments through short development and delivery cycles, typically called “sprints.” This “speed of delivery” represents one key differentiator between the traditional, sequential methodology known as “Waterfall.” Agile principles consider requirements as uncertain and even indefinable until the end user has had the chance to work with the solution, with both requirements and the solution evolving through collaboration as the project progresses. “Uncertainty is inherent and inevitable in software development processes and products.” 1 By delivering blocks of functionality in each sprint, the end users then have the opportunity to work with and comment on the product as it is being developed and refined. Each sprint is directed by a person called a “scrum master,” and can be anywhere from two to four weeks in duration. Figure 7.1 illustrates the Agile process...
eBook - ePub- Dominique Deuff, Mathilde Cosquer(Authors)
- 2013(Publication Date)
- Wiley-ISTE(Publisher)
...They offer the flexibility to apply to the product any adaptations which appear necessary to be made during the course of the development phase. This is due to the fact that they respect the four fundamental values of the agile manifesto: – the team: the team is far more important than the tools or operational procedures. Communication is a crucial concept in the interests of having a closely-knit team. – the product: the product, even when unfinished, must always work. – collaboration: the commissioner must be involved in the project in order to be able to provide information to the team at all times, thereby avoiding any differences between the demand and the realization of the product. – acceptance of change: the team must accept the changes asked of them. The initial planning needs to be flexible in order for these changes to be taken into account. Agile methods are primarily and traditionally applied for software development but, theoretically, they could be applied to any type of project. The different agile methods share the same philosophy and the same principles, but are different in the way in which they implement these principles and philosophy. Consequently, we have focused on one method in particular – Scrum – to enhance the UCA method. 2.1.2. Scrum method In 1986, H. Takeuchi and I. Nonaka published an article explaining how certain Japanese companies were able to quickly come out with world-class products, based on self-managing teams and a highly involved style of management [TAK 86]. This article contained all the fundamental elements of the method which, hereafter, we shall call Scrum – the name bestowed by P. DeGrace and L.H. Stahl in 1991 [DEG 91], in reference to the rugby term mentioned in Takeuchi and Nonaka’s article. In 1993, Jeff Sutherland applied this model for the first time to a development project, and he recounted his experience of it in a 2004 article [SUT04]...
eBook - ePubMastering Software Project Requirements
A Framework for Successful Planning, Development & Alignment
- Barbara Davis(Author)
- 2013(Publication Date)
- J. Ross Publishing(Publisher)
...SECTION IV APPLYING PROJECT AND ARCHITECTURE METHODOLOGIES Implications of Agile on Requirements Agile is an iterative process for the software development life cycle. It was intended to deliver functionality in small increments within shorter time frames than more traditional life cycles. It is based upon the principles put forward by Watts Humphries of IBM and Hadar Ziv of the University of California that requirements are uncertain until people have had the chance to work and play with the solution. “Uncertainty is inherent and inevitable in software development processes and products.” 1 The Agile process runs in short iterations, called “sprints,” and each sprint is guided by a person in the role of a “scrum master.” These sprints can be anywhere from two to four weeks. Figure 10.1 illustrates the agile process. The Agile process begins with the road map to value. This road map provides a high-level view of the overall project and identifies several stages that will enable the project to progress from concept to product in a clearly defined manner. These stages are product vision, product road map, release plan, sprint planning, sprint review, and the sprint retrospective. Figure 10.2 illustrates the agile road map to value. In the first stage (also known as initial planning), the product vision is defined in collaboration with the product owner. This vision clearly defines the product, how it will support the business and its strategy, as well as who will use the product, and how this product will be used. In the second stage (also known as planning), the product road map is defined in collaboration with the scrum master and the product owner. This road map provides a high-level view of the requirements, with a rough time frame for developing and delivering those requirements. The road map is only effective when it contains details about the product and the effort required to develop and implement this product...
eBook - ePubProject Management the Agile Way, Second Edition
Making it Work in the Enterprise
- John Goodpasture(Author)
- 2015(Publication Date)
- J. Ross Publishing(Publisher)
...Beyond the game plan, tactics are just-in-time and developed on the field by the team. Contemporary Scrum Methodology Scrum, as it is popularly known, is an adaptation of Takeuchi-Nonaka specifically for the software industry. The leaders most associated with it are Ken Schwaber and Jeff Sutherland, but there are many others who did early work and continue to contribute to the Scrum community. The main features of Scrum are given in Tables I.2, I.3, and I.4. Most Scrum practices are common to all agile methods. The Scrum methodology is clean and simple, reflecting the strong emphasis on a light-touch central management and much faith in the development team. Figure I.1 illustrates the basic Scrum sprint. Table I.2 Scrum human factors Table I.3 Scrum practices Table I.4 The Scrum methodology Figure I.1 Scrum methodology Extreme Programming (XP) “XP is my attempt to reconcile humanity and productivity in my own practice of software development and share that reconciliation.” Kent Beck Extreme Programming Is Disciplined In applying this methodology, project managers who are experienced in more traditional methods should draw some reassurance from the fact that many of the practices will be familiar. However, there are some that are extreme by comparison to traditional methods, for example, test-driven development (TDD). Refactoring, already introduced in the discussion about Scrum, is a practice that Beck now includes in incremental design. Of course, forms of incremental design have been around for decades in various forms, even in hardware development...
eBook - ePubProject Management Fundamentals
Key Concepts and Methodology
- Gregory T. Haugan(Author)
- 2010(Publication Date)
- Berrett-Koehler Publishers(Publisher)
...According to some sources, E.A. Edmonds started the conversation in 1974 when he published a paper on an adaptive software development process. 3 Many years later, in February 2001, a group of 17 software experts got together in Snowbird, Utah, to discuss the concept of “lightweight” software development methods. The programmers were interested in developing an alternative to the “heavyweight” methods—highly documented, structured approaches—programmers used at major software companies to develop large systems. The meeting in Snowbird produced what is now called the “Agile Manifesto,” presented in Figure 5.3. 4 Figure 5.3. Manifesto for Agile Software Development The Agile Methodology emphasizes “close collaboration between the programmer team and business experts; face-to-face communication (as more efficient than written documentation); frequent delivery of new deployable business value; tight, self-organizing teams; and ways to craft the code and the team such that the inevitable requirements churn is not a crisis.” 5 The Agile Manifesto highlighted a growing movement in the software development community. Its principles reflected changing attitudes about the practice of software engineering—new approaches had to be adaptable to rapid change while minimizing overheads. Several software development methodologies emerged to implement these agile principles. AGILE SOFTWARE DEVELOPMENT METHODOLOGIES Presenting examples of agile software methodologies reiterates the principles of agile project management, and readers can extrapolate these principles into their own individual situations...
- Capers Jones(Author)
- 2017(Publication Date)
- Auerbach Publications(Publisher)
...Chapter 7 Variations among 60 Development Methodologies Over and above the waterfall and Agile methodologies, there are over 60 named software development methodologies and many hybrids that combine elements of two or more methodologies. In fact, new methodologies are created at a rate of about one new methodology every eight months! This has been true for more than 40 years. These alternate methodologies tend to have somewhat different results in terms of both productivity and quality. For some of the very newest methods such as container development, microservices, and GIT, there are not yet sufficiently accurate quantified data to include them in this book. The software industry does make rational decisions about which methodology to use based on solid empirical data. Instead various methodologies appear and attract followers based mainly on popularity, more or less like religious cults. Of course, if the methodology does not provide any benefits at all, then it will lose out when the next methodology achieves popularity. This explains the rapid rise and fall of methodologies such as Computer Aided Software Engineering (CASE) and Rapid Application Development (RAD). Popularity and subjective opinions also explain the current popularity of Agile, although in fact it does have some empirical data available as being successful on smaller projects below 1,000 function points and 100 users...
- Vicente Goncalves, Carla Campos(Authors)
- 2018(Publication Date)
- Auerbach Publications(Publisher)
...Appendix I The HCMBOK ® Preliminary Approach to Agile Methodologies in Changes Involving Systems Development Agile methodologies have evolved rapidly, generating new and different paradigms in project management. In general, the environment of agile methodologies values the iterative and incremental development of functionality and features, depending on priorities set by those who create the demand for the project. In short, the basic values * of the agile approach are 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, even if there is value in the items on the right, the ones on the left (in bold), are a priority. HCMBOK ® has many characteristics that are congruent with agile principles and practices, including transparency, collaboration, and effective communication. Frequent face-to-face communication between the project requestor and one or more members of the project team is not only encouraged, but required, to keep the development process moving forward. As have many entities within the software development and change management arenas, HCMBOK ® has worked on the adaptation of its macro-activities to agile methodologies, one that will preserve its focus on the human factor during change while respecting the need to explore shortened project durations and still achieve critical project functionality. Figure AI.1 presents a perception of the relationship between the HCMBOK ® macro-activities and the agile approach to systems development...
