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Ten Myths About Agile

The document discusses 10 common myths about agile project management. It explains that agile requires more discipline than traditional methods, allows for incremental and evolutionary planning, and keeps documentation lightweight. While ideally co-located, distributed teams can still work effectively together using tools. Agile scales for large projects using products that support requirements modeling, continuous integration, and parallel independent testing. Regulated environments can feel confident with agile's ability to comply with audits and deliver higher quality outputs faster.

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73 views13 pages

Ten Myths About Agile

The document discusses 10 common myths about agile project management. It explains that agile requires more discipline than traditional methods, allows for incremental and evolutionary planning, and keeps documentation lightweight. While ideally co-located, distributed teams can still work effectively together using tools. Agile scales for large projects using products that support requirements modeling, continuous integration, and parallel independent testing. Regulated environments can feel confident with agile's ability to comply with audits and deliver higher quality outputs faster.

Uploaded by

swati1504
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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Ten Myths About Agile

Submitted By: Swati Gupta 12609048 Abhinav Aggarwal 126090

Introduction

Sorting agile facts from the fiction Understanding how agile can work for you

The agile approach to project management is far from a fad. Agile has been recently formalized with the Agile Manifesto and its associated principles.

Compared with traditional project management approaches, agile is better at producing successful projects.

Sometimes agile can seem chaotic because its a very collaborative process. Agile requires rapid response time and flexibility from the team. Discipline is in fact greater than that in traditional systems. Agile requires teams to reduce the feedback cycle on many activities, incrementally deliver a consumable solution, work closely with stakeholders throughout the life cycle, and adopt individual practices which require discipline in their own right.

Agile rely on collaboration instead of big documentation. The planning is incremental and evolutionary, which has been proven successful.

Agile teams keep documentation as lightweight as possible. They follow strategies, such as documenting continuously and writing executable specifications.

Ideally agile teams are located within proximity of one another, but in this day and age, most development teams are distributed. If you use the proper tools, your team doesnt have to be collocated to work effectively together.

Agile definitely scales. Large teams must be organized differently. Large agile teams succeed by using products like the following: IBM Rational Requirements Composer for requirements modeling . IBM Rational Build Forge for large-scale continuous integration IBM Rational Quality Manager to support parallel independent testing

Regulated environments are those that are subject to some regulatory mandates, such as medical device companies, business in the finance area, governmental departments and offices, the healthcare field, and more. With agile, these organizations can feel confident when they endure time to time audits for regulatory compliance. They benefit from faster delivery of data and higher quality of their output.

Agile is an iterative process, it provides the opportunity not just for greater control but better control over building the right things in the life cycle than one would have with the more traditional Waterfall approaches. At the end of each iteration, the development team presents a completed product to the product owner for feedback.

Disciplined Agile Delivery (DAD) teams explicitly explore highlevel requirements at the beginning of the project and seek to gain stakeholder agreement around the requirements.

Agile has explicit means of frequent feedback and loops, which means that developers and managers may feel more exposed to scrutiny. But that doesnt mean that agile wont work at your company.
Agile is a team approach. Roles are cross-functional and shared. Developers become testers and more frequent delivery creates more exposure and personal accountability.

For agile to work properly, all teams have to buy in.


To make agile succeed at its greatest potential, make each piece of the chain as efficient as possible.

Agile isnt needed for every team in every situation. Agile is a superb solution for projects that are in development or undergoing radical changes. For other projects, such as those that are in maintenance mode, agile isnt as good a fit. Projects that are under new product or rapid development, agile really is the best way to go.

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