Six Agile Methodologies

History and Development of Agile

In 2001 a group of seventeen software developers came together to publish the agile manifesto. This presented a range of values to uncover ways to improve software development. The values were:

• Individuals and interactions over processes and tools
• Working software over comprehensive documentation
• Customer collaboration over contract negotiation
• Responding to change over following a plan.

The manifesto also incorporated twelve principles that were very focused on the timely efficient and adaptability of software development.

It is interesting to note that Scrum, Kanban, Extreme Programming and Dynamic Systems Development Method were all documented before the manifesto was formed. However, all of these methodologies are now known as agile software development methods.

Scrum

First identified in 1986 a scrum is a rugby term that emphasises teamwork and progress in incremental steps for primarily software development projects. It is primarily focused on complex projects that require goals to be broken up into shorter iterative time frames called sprints.  The focus on teamwork means fellow team members will jump in and remove any bottlenecks that may be slowing down a fellow teammate. The flexibility that comes with scrum allows projects that are dynamic and not fully scoped to be completed. Change is ever present in scrum projects and that is part of the allure of the methodology. Scrum teams embrace change and look to quickly respond to changing requirements.

Kanban

The agile methodology most closely linked to Lean is Kanban. Established in the Toyota factory in the early 1970s, Kanban is focused on providing efficiencies to processes. The Kanban approach has evolved to now be common in software development projects. It is characterised by a Kanban board that has columns listed with process in place. Also known as swim lanes they provide a visual representation of work in progress and can quickly identify if a team member is being overloaded with their workload.

Kanban is primarily concerned with process improvements. One of the strengths of Kanban is the ability to quickly visualise bottle necks in order to maximise process efficiency. Scrum is focused on getting more work completed more efficiently. Its strength lays in dividing complex knowledge work such as software development.

XP

Leaning on the agile software development approach extreme programming (XP) is characterised by adapting to frequently changing customer requirements by implementing short cycles of small goals to address specific project limitations. The methodology is characterised by programmers pairing together to create efficiencies. Other characteristics include user stories, weekly cycle, root-cause analysis and code-and-test.

Other unique characteristics Extreme Programming are meetings that are non-tech. For example, sticky notes, yarn and push pins are used to visualise programmers work on office walls. Employees are encouraged to walk around and listen in on fellow workers and examine their wall charts. Regular feedback is encouraged after iterations or on code quality generally.

Crystal, DSDM, and AUP

Although all project methods sit within Agile, they all have unique characteristics that differentiate themselves.

The Crystal-Clear method intends to gamify work through its various sprints. A lead and two to seven developers would come together with only basic tools such as whiteboards and flip charts. Documentation is minimal and work products will include cases, risk lists, iteration plans, core domain models, and design notes to inform choices.

The Dynamic Systems Development Method (DSDM) focuses on people and not process. Team effort is the mantra and combines the users’ knowledge of the business requirements with the technical skills of the IT professionals. Development is incremental but is delivered quickly and is cost efficient (Stapleton 1998).

Agile Unified Process (AUP) relies on six philosophies which include:

• Staff are autonomous but will require some high-level guidance at various stages
• Documentation is minimal and simplified
• Agile principles are still adhered to
• High value activities are prioritised
• Decisions on tools to use will be aligned to the job at hand
• Project managers and developers have the decision-making capability to meet their own needs

Of particular interest is the development that has occurred within the Agile process. A focus on flexibility, minimal interference and supervision and embracing change are central to all the methodologies. Bringing the correct method to different challenges is a key development in an industry that is free flowing and dynamic.