Claims for Agile Methodologies - Literature review Example

Claims for Agile Methodologies Name Institution Introduction Agile methodology is a relatively new approach to software development due to its consistent performance in practices associated with managing computing resources, such as software development and implementation (Cobb, 2015). According to Fowler (2005), agile methodology consists of a set of software development methodologies characterised by iterative procedures and solutions rooted in coordinated efforts of the cross-functional and self-organizing teams engaged. Building on these definitions, it is perceivable, therefore, that agile methodology is an approach to project management aimed at uniting teams, using the principles of coordination, simplicity, flexibility, responsiveness, and transparency across all processes of managing computing resources. This report examines the relative performance of agile approaches in the management of computing resources and how this informs practice. Efficiency in performance Agile methodologies consistently address the bureaucracies in management of computing resources. They are highly reliable due to their capacity to respond to iterative issues that arise incrementally across the entire course of a project. Alleman (2002) noted that agile methodologies remedy bureaucracy within the software landscape. He further opines that agile methodologies came up as a reaction to bureaucratic methodologies. Sharing a related view, Huston (2015) asserts that many software developers have taken to agile methods because of the need to escape the inconsistencies and complexities of the engineering methodologies. Both Alleman (2002) and Huston (2015) seem to agree that the agile methods are essentially attempted to avoid the practical shortfalls in software development. Presenting a similar perspective, Cobb (2015) argues that agile methods ensure several significant transformations in the engineering methodologies. Despite the fact that they are not as much document-oriented, they often emphasize a relatively limited documentation for any particular task (Cobb, 2015). In fact, they tend to be code-oriented and follow an approach that emphasises that the vital ingredient of documentation is “source code.” Huston (2015) explains that agile development advocates for an incremental approach to software development through the application of briefer and less complicated development cycles, as well as several varied deliverables. Next, Agile methodologies are adaptive and respond to underlying changes that characterise particular computing resources. Regarding the performance of agile methods in project management, Huston (2015) commented that they are highly flexible due to their capacity to respond to issues that arise incrementally across the entire course of a project. This enables developers to make necessary changes to a project, as a result leading to delivery of successful project within the specified budget and on time. According to Alleman (2002), traditional engineering approaches, unlike the agile methods, have a tendency to devise a large component of software development process in great details within a long duration of time. In which case, they seek to resist change. However, the agile approaches are different as they, instead, welcome change by bringing about methods that adapt and survive on change (Szalvay, 2004). Agile methods save time and cost. Agile methods, such as Scrum can be used to illustrate this point. Scrum places emphasis on pre-iteration planning, simple design and brief releases. According to Yau and Murphy (2013), the Scrum method advocates for a collaborative approach, which decreases the time and cost because of the likely miscommunication. It also improves the quality of the software by bringing about better software designs, particularly when each member of the team has an insight into the entire scope of the project, as well as how others get to implement other components. Yau and Murphy (2013) also comment that his remarkable performance is conditional on the level of coordination in the team. For instance, when the entire structure of the software has to change much more rapidly, then each member of the team should be updated to attain high quality software. Consistent with this, the agile approaches emphasize that no process should constitute the skills of the development team. Hence, the process seeks to provide support to the development team in their function. Agile methods also ensure quality output. The Scrum method ensures delivery of the necessary features during project management. Yau and Murphy (2013) explain that pre-sprint planning stage in the Scrum method enables the team to reduce their to-do list to the most immediate project goals. This is specifically significant since the end product is not completely defined, which may lead the programmers into creating too many features rather than focusing on the most important features. Hence, since the Scrum method imposes restriction on time with short iterations, it enables the team of developers to focus on the key goals, as a result delivering the required features (Larman & Basili, 2004). Other agile methods, such as Extreme Programming also illustrate their performance in management of computing resources. Extreme Programming promotes a test-driven method of software development and requires the programmers to put their acceptance-test for their code in writing prior to implementing the features. Extreme Programming has several remarkable performances. For instance, the test-driven development that it emphasises has several benefits. According to Yau and Murphy (2013), the process of writing test cases prior to implementing a feature ensures that the feature satisfies the pre-determined requirements. Additionally, it improves the quality of product or software developed due to the reduction in the faults and bugs in the software, as well as due to the improvement in the software’s maintainability. Yau and Murphy (2013) adds that on implementation of all the tests written for the entire features, it makes it easy to determine whether the changed part of the code is likely to affect another section by merely running the test suite. Towards this end, the test-driven development increases the software quality and minimises the cost and time used later in debugging. Agile methods increase the efficiency and performance of the developers. The Extreme Programming process also emphasises pair programming, which recommends that two developers write code collaboratively using the same machine to create a better written code. The rationale for this is since it increases efficiency and performance of the developers, as when they are paired, they are not likely to rake longer breaks. Additionally, they are more likely to perform the right procedures when under the watch of someone else. The idea of pair programming also enables the developers to have a less potential to over-think or reach a programmer’s block. Yau and Murphy (2013) point out that it also increases the morale of the team, particularly when it comes to managing larger computing resources. Lack of test automation is also boosts its performance. Because of the iterative nature of agile methodology in project management, the need to test a project severally is often necessary (Larman & Basili, 2004). Ultimately, it adds to the efficiency of a team, saves time, and reduces the workload. They also minimise the chances that the cleanup efforts will introduce new defects. Performance setbacks Despite the remarkable performance of agile methods, they do have several setbacks in their performance, which tend to limit their application. According to Hajjdiab and Taleb (2011), one of the key drawbacks to the performance of agile technique, such as Scrum, in managing computing resources is the requirement. In their case study of firms that had adopted Scrum, they noted that on adoption of Scrum, product owners were first appointed. It also brought about product backlog made up of varied abstraction levels that are not consistent with the preceding versions of the software. According to Hajjdiab and Taleb (2011), agile methods tend to allow technical debt to accumulate. This is since they tend to focus on delivery of new functionality and technical debt, which refers to the backlogs, and prevents planning abilities,. as they increase the volume of unscheduled work as defects of product, which distract the team from further development of the project. Still, Yau and Murphy (2013) argue that while the Scrum method narrow focus on the most essential features of the project and discourages development of unnecessary features, it also restrains creativity, which is specifically important for start-ups. Cobb (2015) opines that iterative development of the important or prioritised features to avoid wastage of time limits the team from discovering certain components that may provide greater value to the project. Hence, the agile methods bring about tradeoffs between time and cost and creativity and scope. The performance of agile methods is uncertain, as it may bring about excessive planning and preparation. Hence, the developers may be preoccupied on preparation and planning processes, specifically when they feel they are obligated to have a total understanding of the entire user stories, as well as detailed design. Additionally, the teams need to leverage the capacity for Sprints, which should feature as a method of discovery (Hajjdiab and Taleb 2011). How it informs practice These findings inform our practice on several aspects. Since agile methods of managing computing resources are contingent on the capacity to make quick decision, they are unsuitable for teams or firms that need to deliberate over issues for long periods, or refer to the decisions to be endorsed by a committee. Put differently, agile methods should not be expected to be silver bullet for fixing whatever problems ailing the management of computing resources. They require systematic culture-shift among the members of a team, rather than just adopting new set of procedures and tools (Hajjdiab and Taleb (2011). Hence, its use boils down to people management. When the people are not engaged or intensely involved in the intense collaborative required by agile methods, then managing computing resources may be ineffective. This also means that it is suitable for organisations with small teams, or start-ups. They are also appropriate for the non-sequential and developmental projects (Marçal et al, 2007). Conclusion In respect to managing computing resources, agile methodologies give rise to evolutionary improvements, flexible planning, constant improvement, timely delivery, as well as responses that are flexible to change. They are adaptive and responsive to underlying changes that characterise particular computing resources. Usually, they also produce high quality software in cost-effectively and timely manner, in order to address the varying stakeholder needs. They are also relatively reliable due to their capacity to respond to issues that arise incrementally across the entire course of a project. However, they tend to allow technical debt or backlog to accumulate. They also tend to narrow focus of developers on the most essential features of the project and discourage development of unnecessary features. They also restrain creativity. Hence, they bring about tradeoffs between time and cost and creativity and scope. References Alleman, G. (2002). Agile Project Management Methods for ERP: How to Apply Agile Processes to Complex COTS Projects and Live to Tell About It. In Extreme Programming and Agile Methods. New York: XP/Agile Universe. Ed Wells, D & Williams, L. New York: Springer Verlag Cobb, C. (2015). The Project Manager's Guide to Mastering Agile: Principles and Practices for an Adaptive Approach. New York: John Wiley & Sons Fowler, M. (2005). The New Methodology. Retrieved: Hajjdiab, H. & Taleb, A. (2011). Adopting Agile Software Development: Issues and Challenges. International Journal of Managing Value and Supply Chains 2(3), 1-10 Larman, C. & Basili, V. (2004). Iterative and Incremental Development: A Brief History. IEEE Computer Society 36 (6): 47–56. Marçal, A., Freitasm B., Furtado, F. & Belchior, A. (2007). Mapping CMMI Project Management Process Areas to SCRUM Practices. Retrieved: Szalvay, V. (2004). An Introduction to Agile Software Development. Retrieved from Danube Technologies: Yau, A. & Murphy, C. (2013). "Is a Rigorous Agile Methodology the Best Development Strategy for Small Scale Tech Startups?" Technical Reports (CIS). Paper 980 Read More