Agile Software Development Methodology

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An Agile Software Development Methodology is an agile project management methodology that is a software development methodology, where system requirements and system design solutions evolve through collaboration between self-organizing cross-functional teams.

References

2021

  1. ↑ Collier, Ken W. (2011). Agile Analytics: A Value-Driven Approach to Business Intelligence and Data Warehousing. Pearson Education. pp. 121 ff. ISBN 9780321669544. What is a self-organizing team?
  2. ↑ Beck, Kent M.; Beedle, Mike; Bennekum, Arie van; Cockburn, Alistair; Cunningham, Ward; Fowler, Martin; Grenning, James; Highsmith, Jim; Hunt, Andy; Jeffries, Ron; Kern, Jon; Marick, Brian; Martin, R. C.; Mellor, Steve J.; Schwaber, Ken; Sutherland, Jeff; Thomas, Dave. “Manifesto for Agile Software Development". Undefined. S2CID 109006295
  3. ↑ "What is Agile Software Development?". Agile Alliance. 8 June 2013. Retrieved 4 April 2015.
  4. ↑ Kent Beck; James Grenning; Robert C. Martin; Mike Beedle; Jim Highsmith; Steve Mellor; Arie van Bennekum; Andrew Hunt; Ken Schwaber; Alistair Cockburn; Ron Jeffries; Jeff Sutherland; Ward Cunningham; Jon Kern; Dave Thomas; Martin Fowler; Brian Marick (2001). "Manifesto for Agile Software Development". Agile Alliance. Retrieved 14 June 2010.
  5. ↑ "Which is better – Kanban or Scrum?", 4 March 2016
  6. ↑ Larman, Craig (2004). Agile and Iterative Development: A Manager's Guide. Addison-Wesley. p. 27. ISBN 978-0-13-111155-4.

2016

The Right Conditions for Agile
Source Bain & Company
From “Embracing Agile,” May 2016
CONDITIONS FAVORABLE UNFAVORABLE
Market Environment Customer preferences and solution options change frequently. Market conditions are stable and predictable.
Customer Involvement Close collaboration and rapid feedback are feasible.

Customers know better what they want as the process progresses.		 Requirements are clear at the outset and will remain stable.

Customers are unavailable for constant collaboration.
Innovation Type Problems are complex, solutions are unknown, and the scope isn’t clearly defined. Product specifications may change. Creative breakthroughs and time to market are important.

Cross-functional collaboration is vital.		 Similar work has been done before, and innovators believe the solutions are clear. Detailed specifications and work plans can be forecast with confidence and should be adhered to. Problems can be solved sequentially in functional silos.
Modularity of Work Incremental developments have value, and customers can use them.
Work can be broken into parts and conducted in rapid, iterative cycles.

Late changes are manageable.		 Customers cannot start testing parts of the product until everything is complete.

Late changes are expensive or impossible.
Impact of Interim Mistakes They provide valuable learning. They may be catastrophic.

2013

  • (Gandomaniavdani et al., 2013) ⇒ Taghi J. Gandomaniavdani, Hazura Zulzalil, Abdul Azim Abdul Ghani, Abu Bakar Md Sultan, and Mina Ziaei Nafchi. (2013). “Obstacles in Moving to Agile Software Development Methods; at a Glance.” Journal of Computer Science 9, no. 5
    • ABSTRACT: It is only less than a decade that agile SD methods were introduced and got popular steadily. The defined values in these methods and their outcomes have motivated many software producers to use these methods. Since migration from traditional software development methods to agile methods is growing highly, managers of the companies should be aware of problems, hindrances and challenges they may face with during the agile transformation process. This study focused on challenges which companies may face with and it is necessary that managers think about solving them. Classifying them into four main categories; organization and management, people, process and tools are the areas that challenges have been seen in recent studies.

2012

2001

1986

  • (Takeuchi & Nonaka, 1986) ⇒ Hirotaka Takeuchi, and Ikujiro Nonaka. (1986). “The New New Product Development Game.” Harvard business review 64, no. 1
    • QUOTE: In today’s fast-paced, fiercely competitive world of commercial new product development, speed and flexibility are essential. Companies are increasingly realizing that the old, sequential approach to developing new products simply won’t get the job done. Instead, companies in Japan and the United States are using a holistic method — as in rugby, the ball gets passed within the team as it moves as a unit up the field.

      This holistic approach has six characteristics: built in instability, self-organizing project teams, overlapping development phases, “multilearning,” subtle control, and organizational transfer of learning. …

      …

      … A project team takes on a self-organizing character as it is driven to a state of “zero information” — where prior knowledge does not apply. Ambiguity and fluctuation abound in this state. Left to stew, the process begins to create its own dynamic order. The project team begins to operate like a start-up company — it takes initiatives and risks, and develops an independent agenda. At some point, the team begins to create its own concept. A group possesses a self-organizing capability when it exhibits three conditions: autonomy, self-transcendence, and cross-fertilization. In our study of the various new product development teams, we found all three conditions.

1950

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