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This page was last edited on 4 April 2018, at 17:06. During the 1990s, a number of lightweight software development methods evolved in reaction to the prevailing heavyweight methods that critics described as overly regulated, planned, and micro-managed. In 2005, a group headed by Cockburn and Highsmith wrote an addendum of project management principles, the Declaration of Interdependence, to guide software project management according to agile software development methods. In 2009, a group working with Martin wrote an extension of software development principles, the Software Craftsmanship Manifesto, to guide agile software development according to professional conduct and mastery. That is, while there is value in the items on the right, they value the items on the left more. Tools and processes are important, but it is more important to have competent people working together effectively.
Good documentation is useful in helping people to understand how the software is built and how to use it, but the main point of development is to create software, not documentation. A contract is important but is no substitute for working closely with customers to discover what they need. A project plan is important, but it must not be too rigid to accommodate changes in technology or the environment, stakeholders’ priorities, and people’s understanding of the problem and its solution. Some of the authors formed the Agile Alliance, a non-profit organization that promotes software development according to the manifesto’s values and principles. The Agile movement is not anti-methodology, in fact many of us want to restore credibility to the word methodology.
We want to restore a balance. We embrace modeling, but not in order to file some diagram in a dusty corporate repository. We embrace documentation, but not hundreds of pages of never-maintained and rarely-used tomes. We plan, but recognize the limits of planning in a turbulent environment. Pair programming, an agile development technique used by XP. Note information radiators in the background.
Most agile development methods break product development work into small increments that minimize the amount of up-front planning and design. Working software is the primary measure of progress. This person is agreed by stakeholders to act on their behalf and makes a personal commitment to being available for developers to answer questions throughout the iteration. It presents an up-to-date summary of the product development status. In a brief session, team members report to each other what they did the previous day toward their team’s iteration goal, what they intend to do today toward the goal, and any roadblocks or impediments they can see to the goal. Compared to traditional software engineering, agile software development mainly targets complex systems and product development with dynamic, non-deterministic and non-linear characteristics.
Accurate estimates, stable plans, and predictions are often hard to get in early stages, and confidence in them is likely to be low. Agile practitioners will seek to reduce the leap-of-faith that is needed before any evidence of value can be obtained. Development methods exist on a continuum from adaptive to predictive. Agile software development methods lie on the adaptive side of this continuum. Adaptive methods focus on adapting quickly to changing realities. When the needs of a project change, an adaptive team changes as well.
An adaptive team has difficulty describing exactly what will happen in the future. The further away a date is, the more vague an adaptive method is about what will happen on that date. An adaptive team cannot report exactly what tasks they will do next week, but only which features they plan for next month. Predictive methods, in contrast, focus on analysing and planning the future in detail and cater for known risks. In the extremes, a predictive team can report exactly what features and tasks are planned for the entire length of the development process.