- The Agile Software Development Methodology - Overview
The Agile Software Development Methodology - Overview
On the article written by Hobbs and Petit, they explain that the agile software development methodology, has been gaining popularity, since the 2000s, and have taken software development by storm. In an agile environment, small collocated teams, work on small, non- critical, green field, in-house projects, this was identified by Kruchten as the “agile sweet spot”. The architecture of these projects is stable, and the rules of governance are simple; therefore, the agile methodology is being used more and more on larger projects, according to Hobbs and Petit. Large projects in large organizations, are adopting the agile methods, in order to develop software, efficiently and on time, at the lowest cost possible.
The agile methodology brings many new features to software development; these features help create a working environment, which supports creativity and productivity. The agile methodology also brings, rapid adaptation of change, in software development, as well as value to the customers. The agile methodology allow developers, to also be able to identify the needs and priorities of the project faster, according to Hobbs and Petit. The agile methodology requires a lot of from an organization, in order for the methodology to help that organization.
An organization’s product/service strategy, human resource management policies and customer interfaces have to be able to adapt to the agile methodology. The main purpose of the paper written by Hobbs and Petit, was to answer the question, of how an organization is affected by the adoption of the agile methodology? In the paper written by Hobbs and Petit, they claim that the agile methodology have worked best, for small projects, where the teams are small and self-managed. The size and legacy of the system of some companies, might give them issues, when trying to adopt the agile methodology.
According to the paper written by Hobbs and Petit, there are many issues, that large companies are facing, which prevents them from completely adopt the agile methodologies into their organization. Some of the issues, which some large organizations face are, the fact that the agile methodology adoption by a large organization, will clash with the current system, which is in place. Large organizations also face development process conflict, and issues with using agile methodologies on legacy systems.
Another issue that large companies often face, when they try to adopt the agile methodology is the fact that, the customer is not an integral part of the development process. Due to the many issues many large companies face, when they try to adopt the agile methodology, more change have to come to the agile software development methodology, with improved efforts. The improvements, would have to be inspired by the needs, of the organization, and the business model of that organization. On the paper Hobbs and Petit found that, the motives for an organization to adopt, the agile methodology, is mainly because this methodology can bring, better performance to their organization. The objectives of an organization may change in the future and this change can shape the decision of an organization, who wants to adopt the agile methodology.
Thank you for reading this article!!!
Add a Comment
Hi every one, I obtained a bachelor's degree in Bioinformatics back in 2006, from Claflin University, after I received my bachelor's degree, I gained full time employment as a software engineer at a Video Relay Service company, maintaining databases and developing software for a new developed device called the VPAD.
I worked at that company for two years, then I became a web developer, and worked for a magazine for three years. After that job, I worked as a Drupal web developer, as a subcontractor for the NIH, for a year and then left the job to go back to school.
Collaboratively administrate empowered markets via plug-and-play networks. Dynamically procrastinate B2C users after installed base benefits. Dramatically visualize customer directed convergence without
Collaboratively administrate empowered markets via plug-and-play networks. Dynamically procrastinate B2C users after installed base benefits. Dramatically visualize customer directed convergence without revolutionary ROI.