By Alan S. Koch
The "Agile approach" was once coined in February 2001 to consult software program improvement tools designed to reply to swap in the course of software program tasks and stressing "individuals and interactions over approaches and instruments" and shopper collaboration. Koch (president of the educational and consulting corporation, ASK technique, Inc.) presents an advent to Agile software program improvement that he hopes will enable managers to weigh its charges and merits. He explains the philosophical elements of Agile improvement and explains the implementation of six of the main well known methodologies.
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Extra resources for Agile Software Development: Evaluating The Methods For Your Organization
While the project’s progress is tracked against the plans with relatively great care, corrective action is almost never taken. Instead, deviations from the plan are treated as a fact, and the plans are changed to conform to the newly understood reality. ◗ Those changed plans are documented to the same degree as the original plans were. These attributes of Agile project management may or may not fit well with the norms in your organization. For example, if your projects usually produce large Ghant charts that lay out tasks and dependencies in great detail, then an Agile method’s plans will seem inadequate to many people.
Once this baseline is established, there is an expectation that changes to it will be limited in scope and impact. 2 Requirements change: controlled versus welcomed. 18 Considering Your Customers ◗ An Agile project would begin with a much less complete description of the requirements, perhaps a dozen pages, or as little as one page. This description would identify the users of the system and its intended use but leave the majority of the details undefined. Then, as each detail needs to be addressed during the project, the development team would work with the customer to determine what those details should be.
Multiple teams The Agile methods simply do not address the special requirements of projects in which multiple separate teams collaborate. Rather, they make the assumption that a system is being developed by a single cohesive team of individuals that is answerable to a single customer. As discussed in “Size of project teams,” breaking a larger team into relatively independent subteams can allow one or more (or even all) of those subteams to use an Agile method. But that does not answer some important questions about the project.