AGILE

METHODOLOGY
Kanish Gidwani(105)
CSE-A

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According to Verison One’s State of Agile Report in 2020, Agile is here to
stay. Key takeaways from the report are:
• “95% of respondents report their organizations practice Agile development
methods.”
• “81% of respondents said their organization has Agile teams where the
members of the same team do not all work in the same location (i.e. not co-
located).”
• “71% of respondents said their organization practices Agile with multiple co-
located teams collaborating across geographic boundaries.”

 The principles and practices of Agile methodology have scaled cross-team and
globally.

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 DEFINITION

Agile Methodology is a practice that promotes continuous iteration of development and

testing throughout the software development lifecycle of the project. In the Agile model in
software testing, both development and testing activities are concurrent, unlike the Waterfall
model.
It encourages flexible responses to change and focuses on enabling teams to deliver in
workable increments.
It promotes continuous integration and continuous development.
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 HISTORY
OF AGILE

• In the 1990s, software development faced a bit of a crisis. Referred to as ‘the application

development crisis’ or ‘application delivery lag’, the industry realized that it couldn’t move fast
enough to meet customer demands and requirements—the estimated time between a business
need and actual application was about three years.
• Traditional development models were based on a timeline approach, where development
happened sequentially and the final product wasn’t revealed to customers until the very final step.
So, by the time an actual application was finished, it was highly likely that requirements and
systems of the project’s original objectives had changed.
• With time, money, and efforts wasted, and even some projects cancelled halfway through,
professional leaders of the software community thought it was time for a new, refreshed approach.
• Then in 2001, in a snowy, ski lodge in Utah , of industry practitioners gathered to discuss industry
practices. Though the meeting was set up with a primary focus on the discussion of development
cycles, some participants were already entertaining the idea of a new software development
method. They all yearned to cement a process that legitimized what was being practised, and so,
came the creation of the Agile Manifesto.
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 AGILE MANIFESTO

The Agile Manifesto is a declaration of the values and principles expressed in Agile methodology.
There are 4 values and 12 key principles.

Values:
• Individuals and interactions over processes and tools
• Working software over comprehensive documentation
• Customer collaboration over contract negotiation
• Responding to change over following a plan

There are different Agile methods, but Agile itself is not a methodology or a framework.
It is a set of values and principles. This is why it is incredibly flexible and can be applied
by different organizations.

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 PRINCIPLES OF
AGILE MANIFESTO 1) Satisfy Customers Through Early &
Continuous Delivery
• Early and continuous delivery increases the likelihood of
meeting customer's demands and contributes to the
generation of faster ROI
• Provide you with feedback early on, so you will be able to
decrease the likelihood of making significant changes
later in the process.

2) Welcome Changing Requirements Even

Late in the Project
• In traditional project management, any late-stage
changes are taken with a grain of salt as this usually
means scope creep and thus higher costs.
• In Agile, however, teams aim to embrace uncertainty and
acknowledge that even a late change can still bear a lot of
value to the end customer. Due to the nature of Agile's
iterative process, teams shouldn't have a problem
responding to those changes in a timely fashion

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 3)Deliver Value Frequently
• It aims at delivering working software frequently, from
a couple of weeks to a couple of months, with a
preference to the shorter timescale , so as to reduce
the batch sizes that you use to process work.
• Thus, spend more time working on your projects
rather than planning for prolonged period of time.

4)Break the Silos of Your Project 5)Build Projects Around Motivated Individuals
• Agile relies on cross-functional teams to make • The logic behind this principles is that by reducing
communication easier between the different micromanagement and empowering motivated team
stakeholders in the project members, projects will be completed faster and with
• The goal is to create a synchronization between the better quality.
people who create value and those who plan or sell it.
This way, you can make internal collaboration seamless
and improve your process performance.

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6)The Most Effective Way of Communication is
Face-to-face

• The most efficient and effective method of conveying

information to and within a development team is face-to-face
conversation

 8)Maintain a Sustainable Working Pace

7)Working Software is the Primary Measure of
Progress • Agile processes promote sustainable development. The
sponsors, developers, and users should be able to maintain
• It doesn't matter how many working hours you've invested in a constant pace indefinitely.
your project, how many bugs you managed to fix, or how • The goal is to avoid overburden and optimize the way you
many lines of code your team has written. work so you can frequently deliver to the market and
• If the result of your work is not the way your customer respond to change
expects it to be, you are in trouble

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9)Continuous Excellence Enhances Agility

• continuous attention to technical excellence and

good design enhances agility". In a development
context, this principle allows teams to create not just
working software but also a stable product of high
quality.

10) Self-organizing Teams Generate Most

Value
• the best architectures, requirements, and designs
emerge from self-organizing teams

11)Regularly Reflect and Adjust Your Way

of Work to Boost Effectiveness
• It is related to evaluating your performance and
identifying room for improvement.
• By doing this, you will be able to experiment and
improve your performance continuously. If things
don't go as you've planned, you can discuss what
went wrong and adjust to get back on track.

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 WORKING OF
AGILE

Agile divides a project into smaller parts, called ‘user stories’. Each one of these is a desired feature the
user wants in the software. Developers work through these user stories as you might a to-do list, working
out which to prioritise and grouping them into iterations, with estimated deadlines for each iteration
(usually around two weeks).
Once an iteration is complete, developers should have a potentially shippable product users can test. This
means agile projects create something simple that they can then iterate on based on users’ feedback,
making the software better suited to users’ needs while minimising complexity.
It means that developers don’t often start work with a full set of requirements, but instead discover new
requirements through user feedback that they can then adapt their software to meet.
The sprint duration is always fixed. That ensures developers and users can regularly review the project’s
direction and keep it on track. However, it also means that a project can run over schedule, unless
developers decide to reduce its scope and ambition.
WORKING OF AGILE
 DELIVERABLES

Agile project management is a methodology that is commonly used to deliver complex projects due to
its adaptiveness. It emphasizes collaboration, flexibility, continuous improvement and high quality
results. It aims to be clear and measurable by using six main deliverables to track progress and create the
product. Some examples of agile methodologies are Scrum, eXtreme Programming (XP), Feature
Driven Development (FDD), Dynamic Systems Development Method (DSDM), Adaptive Software
Development (ASD), Crystal
 
THE DELIVERABLES:

1. Product vision statement: A summary that articulates the goals for the product.

2. Product roadmap: The high-level view of the requirements needed to achieve the product
vision.

3. Product backlog: Ordered by priority, this is the full list of what is needed for your project.

4. Release plan: A timetable for the release of a working product.

5. Sprint backlog: The user stories (requirements), goals, and tasks linked to the current sprint.

6. Increment: The working product functionality that is presented to the stakeholders at the

end of the sprint and could potentially be given to the customer.

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BENEFITS OF
AGILE
#1 Reduced Risk
• Customer requirements, are changing rapidly with the onset of time . Unless you can respond to them, you risk
accumulating significant project delays and ultimately failing to deliver what has been promised to the end
customer. This is what often happens in the traditional (waterfall) approach to managing projects.

• That's why one of the most significant benefits of Agile lies within adaptability. This happens through the
concept of continuous delivery and getting customer feedback early in the process, as fast as possible.

• When managing Agile initiatives or projects,the bigger work batched are broken down into smaller user pieces
that bring value to the client. These small “deliverables” are continuously released to the market without waiting
for everything to be completed upfront.

• This process helps you reduce the risk of failing to deliver your projects.

• Whenever a customer changes their requirements, the changes can be resolve quickly.

• These small integrations also reduces the costs as compared to one big large integration.

• Thus a lot of time,cost and efforts are saved reducing the risk.

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 #2 Higher Chances of Meeting Customers’
Expectations

• One of Agile project management's most significant benefits is

that it improves the chance of meeting customers'
expectations. This happens with constant customer
collaboration through the frequent feedback loops in an Agile
process.

• As work is continuously delivered to the end-customers, they

can see and give their respective thoughts on actionable
deliverables. This makes sure that teams better understand
customer's specifications to provide them with the right
products and services.

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#3 Metrics for Efficiency and Data-Driven Decision Making

• In traditional project management, metrics are predominantly used to show how closely
the project is tracking against cost and schedule. However, these are mostly estimations
detached from reality and what we miss is a measurement for efficiency
• Agile provides us with metrics such as lead time, cycle time, aging work in progress,
throughput, etc and the focus is on producing results, optimizing performance, and
making data-driven decisions.

#4 Improved Performance Visibility & Transparency

• one of the most critical benefits of Agile lies within the creation of a transparent work
process. This allows you to spot issues inside your workflow, put everybody from your
team on the same page, and respond to changes more effectively.

#5 Better Team Collaboration  and Continuous Improvement

 As big piles of work are being broken down into smaller pieces and continuously delivered
for customer examination, Agile teams can reflect on their feedback and keep refining a
product or service to make it better and better with time.

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 LIMITATIONS OF AGILE
METHODOLOGY.
• POOR RESOURCES PLANNING- As the teams are open to changes, they really don’t know what will be the
final product or what are the actual resources they need during lifecycle.

• LIMITED DOCUMENTATION-In Agile, documentation happens throughout a project, and often “just in
time” for building the output, not at the beginning. As a result, it becomes less detailed 

• FRAGMENTED OUTPUT-Incremental delivery may help bring products to market faster, but it’s also a big
disadvantage of Agile methodology. That’s because when teams work on each component in different cycles, the
complete output often becomes very fragmented rather than one cohesive unit.

• NO FINITE END

• DIFFICULT MEASUREMENT-Since Agile delivers in increments, tracking progress requires you to

look across cycles. And the “see-as-you-go” nature makes it difficult to measure the various factors.
AGILE MODEL WATERFALL MODEL
Agile methodologies propose incremental and iterative approach Development of the software flows sequentially from start point
to software design to end point.

The Agile process in software engineering is broken into The design process is not broken into an individual models
individual models that designers work on

The customer has early and frequent opportunities to look at the The customer can only see the product at the end of the project
product and make decision and changes to the project

Agile model is considered unstructured compared to the Waterfall model are more secure because they are so plan
waterfall model oriented

Small projects can be implemented very quickly. For large All sorts of project can be estimated and completed.
projects, it is difficult to estimate the development time.

Error can be fixed in the middle of the project. Only at the end, the whole product is tested. If the requirement
error is found or any changes have to be made, the project has
to start from the beginning

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AGILE MODEL WATERFALL MODEL

Documentation attends less priority than software Documentation is a top priority and can even use for training staff
development and upgrade the software with another team

In agile testing when an iteration end, shippable features All features developed are delivered at once after the long
of the product is delivered to the customer. New features implementation phase.
are usable right after shipment. It is useful when you have
good contact with customers

Testers and developers work together Testers work separately from developers

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