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Agile Software Development Practice: True Adoption or Just a Label?

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by martinig 1 view

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In the comments about a recent survey on agile adoption (http://www.methodsandtools.com/dynpoll/oldpoll.php?Agile2), there is the fear that as agility is now becoming "trendy", we may see a number of organizations that will qualify now themselves as "agile", without implementing the essence of the agile software development practices. Has anybody see some signs of such situation?

5 replies

by tig2

Agile as a methodology sounds really good but is rarely
implemented properly. Literally every Agile project I have
seen has been a mess. That could be reflective of it being
trendy though.

But this is not new. Whatever the hot new designation is,
business will adopt at least in name. Whether the
implementation is correct or not doesn't seem to be an issue.

by jma

Is to leave enough "decision space" for the project group. It is hard for organizations to just "hope" that a team makes the right decisions. But without this flexibility there is nothing agile about is, the entire project will move in smaller sprints and wait with next sprint until a decision has been made..

by parthiparaj

Agile software development practice has to be applied only based on a particular project as such,i.e.,acoording to the need of a project. It can be applied to projects which start from scratch. It would not sound so good to apply for an enhancement or a maintenance project,where a project maintenance would end up in fixing only defects, Agile development will sound too odd for those. Applying such a model across all projects in an organization would be blindly forcing the practice. If it is not carefully analysed and applied it may cost you lot of man hours and will also lead to work imbalance.

by zenwarp

I have seen both sides of the spectrum, where Agile ie Scrum is applied as designed,
I have seen the success of projects completing ahead of time or 'on schedule' and sometimes under-budget or at least on budget. where I have seen companies attempt to be agile without the correct implementation it usually leads to disaster just like the waterfall process usually due to the fact that to be successful one must totally give up the PMI/PMP waterfall pitfalls and embrace the notion that from allowing the development team the liberty to be self-managed and commit to what they can deliver with-in the development iteration time guided by a committed Product Owner to define the High Priority Stories that need development only then will you see success of being 'Agile' so in essence it relies on the implementation more than anything else.

by dr dij

there's a good book that analyzes the good and bad of extreme and agile pgmg:

Extreme Programming Refactored: The Case Against XP
Manage Title
Purchase Hardcopy
by Matt Stephens and Doug Rosenberg
Apress ? 2003 (428 pages)
ISBN:9781590590966

This text provides a thorough and systematic analysis of XP practices, proposing better ways of achieving XP's agile goals that are applicable to a much wider range of projects.

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