Agile common frameworks or methodologies

Agile approach

• Agile methods offer several benefits including faster time to market, more business value and improved stakeholder satisfaction.
  • For planning, agile does not recommend heavy upfront planning.
  • Instead, it recommends an initial high-level plan which is re-visited on several occasions throughout the project.
• Agile methods work well where there is uncertainty in the environment and the results are driven by people rather than process.
  • Heavy-weight methods canvass formality and discipline in order to work the intricacies of the project.
  • In opposition, agile methods favor creativity, improvisation, and nimbleness to negotiate with project hazards.
  • In addition, agile methods welcome change and alternately adapt to the new conditions.
  • Heavy methods are more pessimistic at handling change and try to get all things worked out in the first instance.

Agile common frameworks or methodologies

• Common frameworks or methodologies used within agile include: scrum, extreme programming (XP), lean software development, crystal, feature driven development (FDD), dynamic systems development method (DSDM), agile unified process (AUP). [Agile Software Development: The Cooperative Game – 2nd Edition. Alistair Cockburn.]
  • Agile Unified Process (AUP)
  • Crystal methodologies
  • Dynamic Systems Development Method (DSDM))
  • Feature Driven Development (FDD)
  • Lean
  • Lean Software Development (LSD)
  • Scrum
  • eXtreme Programming (XP)
  • Scrum and Kanban

Agile failures

• The top 12 causes of agile failure (failure modes) according to Aaron Sanders :
  • 1. A checkbook commitment doesn’t automatically cause organizational change or support.
  • 2. Culture doesn’t support change.
  • 3. Culture does not have retrospectives or performs them poorly.
  • 4. Standards and quality are lost in a race to project closing.
  • 5. Lack of collaboration in planning.
  • 6. None or too many Product Owners.
  • 7. Poor project leadership or scrum master that doesn’t place trust in the team and allow it to be self-organizing and self-disciplined.
  • 8. No on-site agile promoter or coach.
  • 9. Lack of a well built, high-performance team.
  • 10. Accrued technical debt if strict testing standards are not upheld.
  • 11.Culture maintains traditional performance appraisals where individuals are honored and the team aspect is lost.
  • 12. Reversion to the traditional or ‘old-way’ of doing business occurs because change is hard.
  • [Coaching Agile Teams. Lyssa Adkins.]

More informations at PMI-ACP exam

Updated : 13/10/2021