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Agile

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Agile software development is an iterative approach that emphasizes collaboration between self-organizing teams. It promotes adaptive planning, evolutionary development, and rapid response to change. Key characteristics include breaking work into small increments, short iterations of 1-4 weeks with full development cycles, cross-functional teams without hierarchy, and face-to-face communication. Agile differs from traditional methods by focusing more on collaboration and working software than documentation. Common challenges to adopting agile include getting individuals to work as cohesive teams and increasing transparency.

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Abhinav Regmi KCM BBIS (2008-2012)
What is Agile Development?  Agile software development is a group of software development methods based on iterative and incremental development, where requirements and solutions evolve through collaboration between self- organizing, cross-functional teams.  It promotes adaptive planning, evolutionary development and delivery, a time-boxed iterative approach, and encourages rapid and flexible response to change.
Agile
Characteristics  Agile methods break tasks into small increments with minimal planning and do not directly involve long- term planning.  Iterations are short time frames that typically last from one to four weeks.  Each iteration involves a team working through a full software development cycle, including planning, requirements analysis, design, coding, unit testing, and acceptance testing when a working product is demonstrated to stakeholders.  This minimizes overall risk and allows the project to adapt to changes quickly.
Contd.  Team composition in an agile project is usually cross- functional and self-organizing, without consideration for any existing corporate hierarchy or the corporate roles of team members.  Team members normally take responsibility for tasks that deliver the functionality an iteration requires.  They decide individually how to meet an iteration's requirements.
Contd.  Agile methods emphasize face-to-face communication over written documents when the team is all in the same location.  Most agile teams work in a single open office which facilitates such communication.  Team size is typically small (5-9 people) to simplify team communication and team collaboration.  Larger development efforts can be delivered by multiple teams working toward a common goal or on different parts of an effort.  This might require a coordination of priorities across teams.  When a team works in different locations, they maintain daily contact through videoconferencing, voice, e-mail, etc.
How Agile is Different  Focus on collaboration:  Less paperwork and more conversation  Stakeholders actively involved  Focus on working software:  Greater feedback makes agile projects easier to manage  Less documentation is required  Less bureaucracy  Agilists are generalizing specialists:  Less hand offs between people  Less people required  Specialists find it difficult at first to fit into the team  Agile is based on practice, not theory:  This is a significant change from traditional  You need to see how agile works in practice to truly understand it
Challenges of Agile
Challenges of Agile  Some of the primary challenges observed in organizations moving towards an Agile mindset are:  People working as cohesive teams and not a set of individuals  Increased visibility into the work that is actually done  Titles become redundant  Privacy is less important than sharing  Costs often increase when implementing change
Contd.  Failure is acceptable, as long as it is identified earlier  Consistent velocity versus peaks and troughs  Micro management is felt even though teams are supposed to be self-organizing.  Teams need support from multiple directions.  Reactionary is acceptable and expected.  Target scope often moves, thus less upfront design
Agile methods  SCRUM and eXtreme Programming [XP] are the most common).  These methodologies consist of best practices and processes that, when development teams align with them, lead to the following positive outcomes:  •Increased quality of code delivered  •Teams evolving to constantly get better  •Higher levels of customer satisfaction (both internal and external)  •Consistency in delivery estimates
Comparison with other methods  Traditional Methods: sequential phased approach. Eg. Water flow model.  Project Phase Requirement Architecture Code Test Analysis & Design Deploy
 Iterative approach: Overlapping phases of development. Eg. Agile development.
Criticism  Agile methodologies have been criticized for lacking any scientifically- based evidence to support their proponents' claims.  Another common criticism of agile software development methods is that it is developer-centric rather than user-centric.  Agile software development focuses on processes for getting requirements and developing code and does not focus on product design.  Agile methodologies can also be inefficient in large organizations and certain types of projects.  Agile methods seem best for developmental and non-sequential projects.  Many organizations believe that agile methodologies are too extreme, and adopt a hybrid approach that mixes elements of agile and plan- driven approaches.
Agile
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Agile

  • 1. Abhinav Regmi KCM BBIS (2008-2012)
  • 2. What is Agile Development?  Agile software development is a group of software development methods based on iterative and incremental development, where requirements and solutions evolve through collaboration between self- organizing, cross-functional teams.  It promotes adaptive planning, evolutionary development and delivery, a time-boxed iterative approach, and encourages rapid and flexible response to change.
  • 4. Characteristics  Agile methods break tasks into small increments with minimal planning and do not directly involve long- term planning.  Iterations are short time frames that typically last from one to four weeks.  Each iteration involves a team working through a full software development cycle, including planning, requirements analysis, design, coding, unit testing, and acceptance testing when a working product is demonstrated to stakeholders.  This minimizes overall risk and allows the project to adapt to changes quickly.
  • 5. Contd.  Team composition in an agile project is usually cross- functional and self-organizing, without consideration for any existing corporate hierarchy or the corporate roles of team members.  Team members normally take responsibility for tasks that deliver the functionality an iteration requires.  They decide individually how to meet an iteration's requirements.
  • 6. Contd.  Agile methods emphasize face-to-face communication over written documents when the team is all in the same location.  Most agile teams work in a single open office which facilitates such communication.  Team size is typically small (5-9 people) to simplify team communication and team collaboration.  Larger development efforts can be delivered by multiple teams working toward a common goal or on different parts of an effort.  This might require a coordination of priorities across teams.  When a team works in different locations, they maintain daily contact through videoconferencing, voice, e-mail, etc.
  • 7. How Agile is Different  Focus on collaboration:  Less paperwork and more conversation  Stakeholders actively involved  Focus on working software:  Greater feedback makes agile projects easier to manage  Less documentation is required  Less bureaucracy  Agilists are generalizing specialists:  Less hand offs between people  Less people required  Specialists find it difficult at first to fit into the team  Agile is based on practice, not theory:  This is a significant change from traditional  You need to see how agile works in practice to truly understand it
  • 9. Challenges of Agile  Some of the primary challenges observed in organizations moving towards an Agile mindset are:  People working as cohesive teams and not a set of individuals  Increased visibility into the work that is actually done  Titles become redundant  Privacy is less important than sharing  Costs often increase when implementing change
  • 10. Contd.  Failure is acceptable, as long as it is identified earlier  Consistent velocity versus peaks and troughs  Micro management is felt even though teams are supposed to be self-organizing.  Teams need support from multiple directions.  Reactionary is acceptable and expected.  Target scope often moves, thus less upfront design
  • 11. Agile methods  SCRUM and eXtreme Programming [XP] are the most common).  These methodologies consist of best practices and processes that, when development teams align with them, lead to the following positive outcomes:  •Increased quality of code delivered  •Teams evolving to constantly get better  •Higher levels of customer satisfaction (both internal and external)  •Consistency in delivery estimates
  • 12. Comparison with other methods  Traditional Methods: sequential phased approach. Eg. Water flow model.  Project Phase Requirement Architecture Code Test Analysis & Design Deploy
  • 13.  Iterative approach: Overlapping phases of development. Eg. Agile development.
  • 14. Criticism  Agile methodologies have been criticized for lacking any scientifically- based evidence to support their proponents' claims.  Another common criticism of agile software development methods is that it is developer-centric rather than user-centric.  Agile software development focuses on processes for getting requirements and developing code and does not focus on product design.  Agile methodologies can also be inefficient in large organizations and certain types of projects.  Agile methods seem best for developmental and non-sequential projects.  Many organizations believe that agile methodologies are too extreme, and adopt a hybrid approach that mixes elements of agile and plan- driven approaches.