Ds Agile Software Download

In software development, agile practices (sometimes written "Agile")[1] include requirements, discovery and solutions improvement through the collaborative effort of self-organizing and cross-functional teams with their customer(s)/end user(s).[2][3] Popularized in the 2001 Manifesto for Agile Software Development,[4] these values and principles were derived from, and underpin, a broad range of software development frameworks, including Scrum and Kanban.[5][6]

While there is much anecdotal evidence that adopting agile practices and values improves the effectiveness of software professionals, teams and organizations, the empirical evidence is mixed and hard to find.[7][8][9]

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During the 1990s, a number of lightweight software development methods evolved in reaction to the prevailing heavyweight methods (often referred to collectively as waterfall) that critics described as overly regulated, planned, and micromanaged.[15] These lightweight methods included: rapid application development (RAD), from 1991;[16][17] the unified process (UP) and dynamic systems development method (DSDM), both from 1994; Scrum, from 1995; Crystal Clear and extreme programming (XP), both from 1996; and feature-driven development (FDD), from 1997. Although these all originated before the publication of the Agile Manifesto, they are now collectively referred to as agile software development methods.[6]

In 2005, a group headed by Cockburn and Highsmith wrote an addendum of project management principles, the PM Declaration of Interdependence,[21] 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.

In 2011, the Agile Alliance created the Guide to Agile Practices (renamed the Agile Glossary in 2016),[22] an evolving open-source compendium of the working definitions of agile practices, terms, and elements, along with interpretations and experience guidelines from the worldwide community of agile practitioners.

A key advantage of agile approaches is speed to market and risk mitigation. Smaller increments are typically released to market, reducing the time and cost risks of engineering a product that doesn't meet user requirements.

The 6th principle of the agile manifesto for software development states "The most efficient and effective method of conveying information to and within a development team is face-to-face conversation". The manifesto, written in 2001 when video conferencing was not widely used, states this in relation to the communication of information, not necessarily that a team should be co-located.

In agile software development, an information radiator is a (normally large) physical display, board with sticky notes or similar, located prominently near the development team, where passers-by can see it.[36] It presents an up-to-date summary of the product development status.[37][38] A build light indicator may also be used to inform a team about the current status of their product development.

A common characteristic in agile software development is the daily stand-up (known as daily scrum in the Scrum framework). In a brief session (e.g., 15 minutes), team members review collectively how they are progressing toward their goal and agree whether they need to adapt their approach. To keep to the agreed time limit, teams often use simple coded questions (such as what they completed the previous day, what they aim to complete that day, and whether there are any impediments or risks to progress), and delay detailed discussions and problem resolution until after the stand-up.[39]

Compared to traditional software engineering, agile software development mainly targets complex systems and product development with dynamic, indeterministic and non-linear properties. 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 use their free will to reduce the "leap of faith" that is needed before any evidence of value can be obtained.[42] Requirements and design are held to be emergent. Big up-front specifications would probably cause a lot of waste in such cases, i.e., are not economically sound. These basic arguments and previous industry experiences, learned from years of successes and failures, have helped shape agile development's favor of adaptive, iterative and evolutionary development.[43]

Risk analysis can be used to choose between adaptive (agile or value-driven) and predictive (plan-driven) methods.[46] Barry Boehm and Richard Turner suggest that each side of the continuum has its own home ground, as follows:[47]

In a letter to IEEE Computer, Steven Rakitin expressed cynicism about agile software development, calling it "yet another attempt to undermine the discipline of software engineering" and translating "working software over comprehensive documentation" as "we want to spend all our time coding. Remember, real programmers don't write documentation."[48]

This is disputed by proponents of agile software development, who state that developers should write documentation if that is the best way to achieve the relevant goals, but that there are often better ways to achieve those goals than writing static documentation.[49]Scott Ambler states that documentation should be "just barely good enough" (JBGE),[50] that too much or comprehensive documentation would usually cause waste, and developers rarely trust detailed documentation because it's usually out of sync with code,[49] while too little documentation may also cause problems for maintenance, communication, learning and knowledge sharing. Alistair Cockburn wrote of the Crystal Clear method:

Agile software development methods support a broad range of the software development life cycle.[52] Some methods focus on the practices (e.g., XP, pragmatic programming, agile modeling), while some focus on managing the flow of work (e.g., Scrum, Kanban). Some support activities for requirements specification and development (e.g., FDD), while some seek to cover the full development life cycle (e.g., DSDM, RUP).

Agile software development is supported by a number of concrete practices, covering areas like requirements, design, modeling, coding, testing, planning, risk management, process, quality, etc. Some notable agile software development practices include:[53]

Situation-appropriateness should be considered as a distinguishing characteristic between agile methods and more plan-driven software development methods, with agile methods allowing product development teams to adapt working practices according to the needs of individual products.[67][66] Potentially, most agile methods could be suitable for method tailoring,[52] such as DSDM tailored in a CMM context.[68] and XP tailored with the Rule Description Practices (RDP) technique.[69] Not all agile proponents agree, however, with Schwaber noting "that is how we got into trouble in the first place, thinking that the problem was not having a perfect methodology. Efforts [should] center on the changes [needed] in the enterprise".[70] Bas Vodde reinforced this viewpoint, suggesting that unlike traditional, large methodologies that require you to pick and choose elements, Scrum provides the basics on top of which you add additional elements to localize and contextualize its use.[71] Practitioners seldom use system development methods, or agile methods specifically, by the book, often choosing to omit or tailor some of the practices of a method in order to create an in-house method.[72]

Agile software development has been widely seen as highly suited to certain types of environments, including small teams of experts working on greenfield projects,[47][74] and the challenges and limitations encountered in the adoption of agile software development methods in a large organization with legacy infrastructure are well-documented and understood.[75]

When agile software development is applied in a distributed setting (with teams dispersed across multiple business locations), it is commonly referred to as distributed agile software development. The goal is to leverage the unique benefits offered by each approach. Distributed development allows organizations to build software by strategically setting up teams in different parts of the globe, virtually building software round-the-clock (more commonly referred to as follow-the-sun model). On the other hand, agile development provides increased transparency, continuous feedback, and more flexibility when responding to changes.

Agile software development methods were initially seen as best suitable for non-critical product developments, thereby excluded from use in regulated domains such as medical devices, pharmaceutical, financial, nuclear systems, automotive, and avionics sectors, etc. However, in the last several years, there have been several initiatives for the adaptation of agile methods for these domains.[81][82][83][84][85]

Although agile software development methods can be used with any programming paradigm or language in practice, they were originally closely associated with object-oriented environments such as Smalltalk, Lisp and later Java, C#. The initial adopters of agile methods were usually small to medium-sized teams working on unprecedented systems with requirements that were difficult to finalize and likely to change as the system was being developed. This section describes common problems that organizations encounter when they try to adopt agile software development methods as well as various techniques to measure the quality and performance of agile teams.[87]

The Agility measurement index, amongst others, rates developments against five dimensions of product development (duration, risk, novelty, effort, and interaction).[88] Other techniques are based on measurable goals[89] and one study suggests that velocity can be used as a metric of agility. There are also agile self-assessments to determine whether a team is using agile software development practices (Nokia test,[90] Karlskrona test,[91] 42 points test).[92] 2351a5e196