By Alan S. Koch
The "Agile technique" was once coined in February 2001 to consult software program improvement tools designed to answer swap in the course of software program tasks and stressing "individuals and interactions over techniques and instruments" and consumer collaboration. Koch (president of the educational and consulting corporation, ASK procedure, Inc.) offers an creation to Agile software program improvement that he hopes will enable managers to weigh its charges and merits. He explains the philosophical parts of Agile improvement and explains the implementation of six of the main widely known methodologies.
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Extra info for Agile Software Development: Evaluating The Methods For Your Organization
When communication outside of the normal channels is required, it generally must flow up the hierarchical chain and back down again following the existing communication channels. Communication across the hierarchy, or skipping over levels of the hierarchy, is generally seen as a breach of etiquette and may even be considered insubordination and punished accordingly. 2, both work patterns and communications (shown by boxed arrows) are fluid. When something needs to be done, a group of relevant people will (sometimes spontaneously) form an ad hoc team.
If your organization has no set methods or tools for managing requirements, or if your existing tool or methodology is not compatible with the Agile method you intend to adopt, then you will want to identify the extent to which an Agile method will demand changes to the way requirements are managed. Will you need to also adopt a new requirements tool? Will the Agile method require more rigor in managing requirements than your staff is prepared to exercise? Project Management Like requirements management, project management systems in software organizations run the gamut from completely informal to rigorously formal.
If your projects do not use such a robust system, or if they fail to use the CI identification features of the system, then adopting an Agile method will require some changes. Change control Classical CM practices treat changes as if they are an enemy to be cataloged, held for interrogation, and finally dispatched. Even projects that do not employ formal classical CM tend to treat changes as unwelcome intruders on their projects, tolerating them if they must, but ignoring them when they can. The Agile methods, on the other hand, treat change as an ally to be welcomed or as an honored guest.
Agile Software Development: Evaluating The Methods For Your Organization by Alan S. Koch