The Agile Method of Software Development - Essay Example

? Assignment 3: Communicate and Facilitate as an Agile Coach Assignment 3: Communicate and Facilitate as an Agile Coach The agile method of software development should prove highly effective for the organization described in this case study due to the team’s tight deadline and the personnel shakeup. Not only have product deliverable timelines been stepped up, but the leadership of the entire team is in doubt, causing each individual to question his or her own role in the project. As such, incorporating a new project management system mid-project might seem counterproductive, but the agile method is specifically designed to turn around failed system methodologies and provide immediate results. Because of the unique of this particular project, however, the success of agile principles being implemented will likely only be realized by putting into place an effective coach that can work with the team in getting the team back on track and quickly. Extreme program, that basis for the agile methodology, depends upon a transformational shift in the way software development teams currently divide their workflow. Instead of working on individual tasks related to a larger project, only to come together and realize the process was flawed in some way, agile refocuses tasks to be worked on in a collaborative manner. This can occur in groups of 2 for smaller projects, to entire workflow groups working in conjunction with one another on larger and more involved projects. Owing to the reality that this process usually involves an organizational change and shift in the division of duties, it has long been determined that an agile coach is necessary to push along the entire group towards realizing the goals of the entire team. A coach is necessary because computer technology professionals, just like other disciplines, are often resistant to change. They have their own way of operating and they would prefer to remain with the status quo. In today’s increase complex and competitively globally technological world, however, the changes proposed by the agile methodology are necessary in order to remain successful. As such, the agile coach takes on the responsibility of mentoring and assisting individuals who may be having a difficult time accepting the change. They are more than just mere ‘experts’ in XP processes; rather, they are also in team and group dynamics and in getting everyone to work in a more collaborative and productive manner. One of the primary roles of the agile coach is to be an individual who “watches the process as a whole and calls the team’s attention to impending problems or opportunities for improvement” (Goth, 2009, p. 90). In essence, the agile coach becomes the architect that must oversee the entire building process, so that if something along the way goes awry, they will be able to spot it and implement a fix as quick as possible. In software development, this is critical. Missing important upgrade deadlines, for example, can result in a product that is already obsolete before it reaches the hands of the consumer. As such, the agile coach takes their own experiences of successfully collaborating on software development projects and puts that into action by helping organizations transform into one that is more conducive to the team-oriented approach that is agile. The further function of an agile coach is to help the team grow the strong in their ability to apply the principles of the agile methodology to their work. This is such a radical change in most instances from what the group is used to, it will often take some time to fully adjust to the new system. This becomes the initial task of the coach, who will work with individual teams to help them adjust and manage their new workflow, and how to take what they are doing individually and begin to work collaboratively with others instead (Borzillo, Schmitt, & Antino, 2010). It is a revolutionary process that can certainly enable the organization to thrive as they begin to churn out quality software products at a speed and efficiency never before felt possible. When implementing the scrum in any given organization, there may be some things that just don’t work. It is the role of the coach to help solve these issues. There are many strategies that could be employed to accomplish this, but let us focus on three. The organization could provide team members with more time for either external or internal training in scrum. This would give them the time they need to better learn how to communicate their needs with one another, and to be able to better the different aspects of scrum to the project they are currently working on. It is also recommended that a scrum coach remain communicative with the entire team throughout the process. In so doing, to help solve communication problems, the coach should listen first, and then ask more questions for clarification. Only after a thorough examination of the problem from all sides, and careful study of what should be done to rectify the problem, should the coach then begin to make statements, recommendations, and implement important decisions. Another strategy that all good agile coaches should employ is to remain open and available to the team at all times. The coach should be transparent and willing to not just issues blanket directives, but should carefully explain what to do, or what not to do, and why. Another aspect of this is that the coach should be able to receive criticism himself or herself, listen to the feedback, and be willing to make changes on their own end in order to become an even more effective coach (Hoda, Noble, & Marshall, 2013). This will likely lead the team towards a deeper respect for the coach, and provide a more cohesive atmosphere that lends itself well to the agile methodology. Let us consider the idea that transparency and education can serve to bring together the development team, and all other concerned parties throughout the process. An example of this would be the product engineers for a new smart phone application. Because of intense competition for such apps, timing is extremely critical. As it is, upper management is growingly frustrated with the lack of follow through and with the time it is taking to complete step of the process. Currently, team members are working individually on assigned tasks, and are not communicating on regular basis with other team members that have an equally critical stake in the success of the project. By implementing the scum approach, and enlisting a suitable coach, the first task would be to open communication lines among all team members and to get them working in a collaborative manner. Initially, this will involve some training, but the education process will bring together the group, refocus them on the task at hand, and enable them to better meet critical deadlines moving forward. Finally, it is important to remember that the agile approach is not a one size fits all solutions. Some ‘tweaking’ will be necessary it order to fit the strategy to the unique needs of any given organization. The coach will do this by analyzing the peculiar needs of the organization, determine how best or organize the group into groups, all in the interest of helping each member to manage the workload more effectively. This is a critical step in the process because it is critical that an organization use the agile methodology to increase efficiency and productivity in their product development (Ambily & Maliga, 2011). It serves little purpose to implement scrum techniques, only to complicate the process and slow things down. For example: Scrum sprints might be one month in length for complicated software development projects, but they might be as small as one day for time sensitive marketing programs. It is important to analyze the time needed to perform each task and then push the team forward in utilizing scrum to accomplish those goals. If that is done, then the group will be able to better meet time sensitive deadlines and product launches or ad campaigns will not be obsolete from the outset. In these regards, the agile coach is essential throughout the process. References Ambily, O., and Maliga, J. (2011). Agile software development: An approach to light weight from heavy weight. International Journal of Engineering and Science Technology, 3(1), 399-405. Borzillo, S., Schmitt, A., and Antino, M. (2012). Communities of practice: keeping the company agile. Journal of Business Strategy, 33(6), 22-30. Goth, G. (2009). Agile tool market growing with the philosophy. IEEE Software, 26(2), 88-91. Hoda, R., Noble, J., and Marshall, S. (2013). Self-organizing roles on agile software develoment teams. IEEE Transactions on Software Engineering, 39(3), 422-444. Read More