Agile frameworks
Agile frameworks
Common frameworks or methodologies used within agile include: scrum, extreme programming (XP), lean software development, crystal, feature driven development (FDD), dynamic systems development method (DSDM), agile unified process (AUP). [Agile Software Development: The Cooperative Game – 2nd Edition. Alistair Cockburn.]
Agile methods offer several benefits including faster time to market, more business value and improved stakeholder satisfaction.
For planning, agile does not recommend heavy upfront planning. Instead, it recommends an initial high-level plan which is re-visited on several occasions throughout the project.
Agile methods work well where there is uncertainty in the environment and the results are driven by people rather than process. Heavy-weight methods canvass formality and discipline in order to work the intricacies of the project.
In opposition, agile methods favor creativity, improvisation, and nimbleness to negotiate with project hazards. In addition, agile methods welcome change and alternately adapt to the new conditions. Heavy methods are more pessimistic at handling change and try to get all things worked out in the first instance.
Common frameworks or methodologies
Common frameworks or methodologies used within agile include: scrum, extreme programming (XP), lean software development, crystal, feature driven development (FDD), dynamic systems development method (DSDM), agile unified process (AUP). [Agile Software Development: The Cooperative Game – 2nd Edition. Alistair Cockburn.]
– AUP
– DSDM
– FDD
– Lean
– Scrum
– XP
Agile failures
The top 12 causes of agile failure (failure modes) according to Aaron Sanders :
– 1. A checkbook commitment doesn’t automatically cause organizational change or support.
– 2. Culture doesn’t support change.
– 3. Culture does not have retrospectives or performs them poorly.
– 4. Standards and quality are lost in a race to project closing.
– 5. Lack of collaboration in planning.
– 6. None or too many Product Owners.
– 7. Poor project leadership or scrum master that doesn’t place trust in the team and allow it to be self-organizing and self-disciplined.
– 8. No on-site agile promoter or coach.
– 9. Lack of a well built, high-performance team.
– 10. Accrued technical debt if strict testing standards are not upheld.
– 11.Culture maintains traditional performance appraisals where individuals are honored and the team aspect is lost.
– 12. Reversion to the traditional or ‘old-way’ of doing business occurs because change is hard.
[Coaching Agile Teams. Lyssa Adkins.]
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