The popularity of Agile frameworks, especially XP and Scrum,
is increasing by the day, and more and more organisations are deciding
in favour of using these frameworks to execute their projects. Agile
proposes many advantages – frequent and reliable product increments,
delivering product features having high business values, and above all –
delivery of shippable product features even while the development
process is underway. However, a major issue with Agile, and all Agile
based frameworks is that the framework has to be properly understood and
later implemented in the project. Moreover, the implementation should
be carried out keeping Agile principles in mind. More than often,
businesses fail to benefit from Agile simply because the management has
not understood the basic principles behind the framework, or has failed
to implement those principles in a proper manner.
The Agile manifesto
Since it was developed in 2001, thousands of
individuals including project managers, software professionals, and C
level executives have endorsed the Agile manifesto. Hundreds of books
and references have been written to discuss what the guide has to say,
and how it should be interpreted. The manifesto has drastically changed
the way in which organisations and individuals develop software
projects. The manifesto packs a lot of punch for its 68 words which have
been written by 17 software professionals over a two days meet at a ski
resort.
The principles of Agile are stated in the
official guide written by Ken Schwaber and Jeff Sutherland. The guide
functions as a bible for all Agile groups and Agile professionals.
People refer to the guide when in doubt, or when they wish to clarify a
particular point during Agile framework implementation. For individuals
interested in Agile, it is very important to understand the guide and
interpret what it has to say.
We are uncovering better ways of developing software by doing it and helping others do it.
Through this work we have come to value:
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.
We
To start with, the manifesto states “We” i.e. it
emphasis that Agile is not a solo endeavour. It involves group activity
and people have to collaborate while working, at every level, and at
every instant. Development teams, project teams, and organisation have
to work jointly as a composite unit, and rely upon each other for
completing work.
are uncovering
Here, the guide suggests that Agile does not offer one-size-fits-all type of solutions. Agile cannot be standardised and implemented in a project. People involved with Agile processes have to put in efforts, and strive to seek answers through discussions and collaborations. Answers have to be discovered through experimentation, and the “adapt” and “inspect” principles which are... Read more
