AGILE

Agile is used to describe a development method where many variables like requirements, designing, building, testing run parallel to each other, in smaller time frames called ‘Sprints’. It is an iterative approach with emphasis on incremental delivery and collaboration. 

Project requirements are not defined upfront in Agile software development methodology, however, through collaboration with clients, evolve naturally.   

The term “Agile” was coined in 2001 in a document known as the agile manifesto, which details four guiding principles of software development:

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

What is Agile?

With clear guidance and principles based on sound evidence and a reasoned approach to software development, agile prescribes a method for accomplishing work. These methodologies are comprehensive approaches to phases of the software development lifecycle – planning, execution, and delivery. 

An example of an agile framework is ‘Scrum’. Another example is ‘Continuous Integration’ (also known as CI) - which details frequent code changes as part of development.

 What Agile is not:

Agile is popular, but at the same time, it needs accountability since it is but a set of guiding principles. 

Some people confuse it with something you figure out on the go. Some regard it as guidelines that aren’t of any importance during planning. These are misinterpretations of the method. 

Agile requires planning, goal setting and purpose. It requires specifications and constant feedback loops so a team knows where it’s going.

 How does Agile help me manage my software development team?

Agile is a recipe for discipline and accountability; for goal setting and direction. It sets you on a path toward success and sets the habit for regular incremental updates.

Market opportunities appear and disappear in the time of a few weeks or a month. Agile makes you capable of handling that. 

Agile practices and methods don’t promise to solve every problem. However, do promise to establish an environment and culture where solutions emerge through learning, continual planning, collaboration along with a desire to ship high-quality software more often.

Here are some concrete ideas that make Agle worthwhile: 

Collaboration

Of all modern project management strategies, one of the most essential components is collaboration. Agile encourages collaboration at every level - Between stand-up meetings, sprint planning, and closing sprint meetings. This teamwork generates value through leveraging ideas and individual strengths, .creating an efficient and enjoyable workplace. 

Transparency

Throughout the entire development lifecycle, critical to the Agile methodology is consistent feedback from stakeholders. Tasks can change throughout the process, eliminating useless features and capitalizing on the most favoured ones. Explicit stakeholder feedback and feedback within teams benefit collaborative software approaches and allows teams to avoid loss.

Productive Team

Agile teams have the responsibility and authority to agree upon the work to be done directly with the product owner. While this increases the team morale as well as gives a sense of ownership to the team, it increases productivity. 

Quality

In project deliveries, Quality is the most dreaded name. Unlike the traditional waterfall model, where the testing starts only when the development has completed, in Agile we start testing at the end of each sprint. To enable regular inspection of the working product as it develops, testing is integrated throughout the lifecycle. This allows the product owner to make adjustments if necessary and gives the team early sight of any quality issues.

Results Oriented

The goal of any development team needs to be results-oriented and value-driven. Rather than solely the end result, recording of each achievement via utilization of Agile to determine what was effective in each sprint and what was not is not only an effective software approach for delivering projects but also encourages adjustments for future projects in a results-oriented way ensuring continuous improvement.