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Which clippings match 'Agile Development' keyword pg.1 of 1
19 SEPTEMBER 2014

Agile Software Development: what we've learned at Forty

"The general idea behind Agile is that instead of arguing about the wording of a requirements document written three months earlier with little perspective into the current situation, it's often healthier to acknowledge that the project is going to be flexible and evolving, and put processes in place that allow it to be that way.

Barely over 200 words, that manifesto become the foundation for a movement that has changed the world of software development forever. Endless writing and speaking has explored the various ways the manifesto could be interpreted, and many specific frameworks and methodologies (such as Extreme Programming, Kanban, Lean, and Scrum) have been developed to formalize its principles. A whole 'Agile industry' has emerged, with successful companies offering tools, training, consulting, certification, and other products and services. The economic engine behind the Agile movement as a whole is massive. ...

On the surface, it seems like design and Agile should magically work together, but there are some underlying philosophical issues you have to wrestle with before figuring it out. Design is all about big–picture thinking: planning, strategy, working out all the details, thinking everything through, making it perfect, etc. (Eric Karjaluoto called it the 'masterpiece mentality.') Agile, on the other hand, is more often about doing the basics and saving details for later: iteration, minimum viable products, 'perfect is the enemy of done,' etc. Those two worlds don't blend smoothly together, at least at first. Agile developers can get frustrated with designers for over–thinking things ('Why can't they just let it go? We can get to that later.'), while the designers get discouraged by the perceived low standards of Agile developers ('Don't you want it to be good? Don't you want the user to be happy?').

In both cases, though, the problem comes from a misunderstanding of each other's perspectives (as problems often do). The designer isn't being obsessive, they're just trying to do right by the user. And the developer isn't being lazy, they're just following a process that actually gets things done with minimal navel–gazing. Both sides could learn some important lessons from each other."

(James Archer, Forty)

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TAGS

agile development • agile model • agile modelling • agile software development • current situationdesign processdevelopment life cycle • development methodology • Eric Karjaluoto • evolving needseXtreme Programmingfacing unpredicted challengesflexible management methodology • flexible process • formalised principlesiterative approachiterative design processiterative developmentiterative processjust-in-time (JIT)Kanban • Lean (methodology) • management methodology • over-thinking • perfect is the enemy of done • requirements documents • saving details for later • scrum software development processsoftware developmentsoftware development methoduser experience designUX designwaterfall modelwhirlpool model

CONTRIBUTOR

Simon Perkins
18 JUNE 2014

Scrum: iterative and incremental agile software development

"Scrum is a management framework for incremental product development using one or more cross–functional, self–organizing teams of about seven people each. It provides a structure of roles, meetings, rules, and artifacts. Teams are responsible for creating and adapting their processes within this framework. Scrum uses fixed–length iterations, called Sprints, which are typically two weeks or 30 days long. Scrum teams attempt to build a potentially shippable (properly tested) product increment every iteration."

(Michael James)

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TAGS

agile developmentagile modellingapplication development • close online collaboration • cross-functional teams • development life cycleface-to-face communicationfacing unpredicted challengesflexible management methodology • holistic process • incremental development • incremental product development • iterative approachiterative design processiterative developmentiterative processjust-in-time (JIT)management methodology • Michael James • physical co-location • product development methodology • product development strategy • project managementproject management method • requirements churn • return on investment (ROI)scrum software development processself-organising teamssoftware development method • sprints • whirlpool model

CONTRIBUTOR

Liam Birtles
06 NOVEMBER 2008

The Waterfall Versus Whirlpool Project Management Methods

"'Whirlpool' projects embrace the fact that requirements are volatile. Instead of trying to deliver a system that satisfies 100% of the requirements in one go, the focus is on delivering an agreed subset of the requirements at intervals. Use cases are the building blocks of requirements and provide a convenient basis for risk assessment and prioritising. The riskiest and most significant use cases are tackled first, within the context of a clearly understood architectural vision. Tackling risk early identifies problems before they become too expensive or threatening, and helps lead to more stable architectures. The system evolves as a sequence of increments, each one an enhancement to the already–delivered functionality.

The development process for each increment is founded on the idea of a workflow, consisting of activities. For example. instead of having an analysis stage followed by a design stage, a worker might be engaged in analysis activities and design activities, depending on the job in hand. It is important to recognise that analysis activities focus on the problem space, while design activities focus on the solution space. A good understanding of one part of the problem may well lead to faster progress to design in that area. It is also possible that design activities highlight shortcoming in the analysis or even the requirements, in which case these are amended to reflect the newer (and hopefully better) understanding.

Successive iterations converge on a more complete, correct and consistent model, leading ultimately to implementation and delivery."
(Tecademy)

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CONTRIBUTOR

Simon Perkins
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