Project Management: Understanding Agile Development
Agile software development practices stem from principles first developed in the early part of 2001 as part of the Agile Manifesto. These practices grew out of a need for simpler and more easily implemented alternatives to more robust, process-oriented management methodologies. So, when you hear about “agile” processes, think iterative, short life cycles on the scale of a few weeks each, as opposed to project phases that take months to complete. The four pillars of this standard place the emphasis on:
Individuals on the project team instead of project processes or tools,- Producing a working deliverable instead of laboring over project documentation,
- Collaborating with business owners/clients instead of negotiating contracts,
- Responding quickly to necessary change instead of following a pre-mapped plan.
- As the name implies, each phase of this software development process is quick, lending to a faster speed-to-market for the final product and increased business efficiencies as a result of the change.
- Also, a shorter development window usually means a reduced budget – over time, you don’t have to pay developers as much if they’re only engaged for a limited period.
- What about the potential for defects given such short, fast-paced development windows? Actually, the agile method has led to less defects in the final product. Why? Testing and verification is completed at each step of the way, allowing less high-severity defects to slip through past go-live.
- Finally, another benefit to be expected is a product that will meet client needs. Bullet #3 above emphasizes a spirit of collaboration, one that will lead to fewer “surprises” (read: scope changes) in the end because of constant communication between client and service provider.
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