Agile methodology includes various methodologies in itself. Agile methodologies like Scrum, FDD, and so on are all part of the agile manifesto, which was presented in the year 2001. agile methodology is often compared with the waterfall model in the software development industry. In any case, agile methodology is considered to be better.
It utilizes an incremental methodology where a sample prototype is discussed with the customer. The prototype helps in understanding the key aspects, including the requirements. The consecutive prototypes reflect the changes done in the previous prototypes. This keeps happening till the customer is satisfied, providing better final product to the customer. The idea is to maintain product’s quality in the whole phase of development. In the year 2001, a few agile principles were discussed and agreed upon under the Agile alliance. The principles were to be followed for agile software development.
While comparing the Waterfall model and the agile methodology, Royce concluded that:
- Each phase is a result of the process of previous steps
- The process should be repeatedly checked for consistency
- A single iteration would not give a clear picture of the process.
- Agile Methodologies have overcome the traditional methods of waterfall model by becoming flexible, fast, lean, responsive, and consistent.
- Agile method focuses on people and is more communication-oriented
- Agile methods are tested in a dynamic environment and prove to be very flexible by adapting to the change happening in the business.
- Agile methods include regular inspection in a disciplined manner, which consequently improves the leadership qualities to boost the teamwork.
- Agile method follows best practices that help in getting high-quality software very quickly. The challenges highlighted below are the outcome of both waterfall execution as well as semi agile execution. Answer to both is, implementing Agile the right way.
CHALLENGE 1- FREQUENT REQUIREMENT CHANGES:
Agile software development teams embrace change, accepting the idea that requirements will evolve throughout a project. Agilists understand because requirements evolve over time that any early investment in detailed documentation will only be wasted. Instead agilists will do just enough initial requirements envisioning to identify their project scope and develop a high-level schedule and value; that is all you really need early in a project, thus that is all you should do. During development they’ll model storm in a just-in-time manner to explore every requirement in the necessary detail.
This article addresses the subsequent issues:
- The agile change management process
- Freezing requirements during an iteration?
- Modeling ahead?
- Why requirements change
- Prioritizing requirements
- Estimating requirements
- Why this is desirable
- Potential challenges with this approach
The Agile change Management method
- Because requirements change frequently you need a streamlined, flexible approach to requirements change management. Agilists want to develop software which is each high-quality and high-value, and the easiest way to develop high-value software is to implement the highest priority requirements first. This enables them to maximize stockholder ROI. In short, agilists strive manage change, not to prevent it.
- overviews the disciplined agile approach to managing the work products potentially needed to be accomplished by the team . This approach reflects the Disciplined Agile Delivery (DAD)’s approach to work management which is an extension to the scrum methodology’s approach to requirements management. wherever scrum treats requirements sort of a prioritized stack called a product backlog, DAD takes it one step further to recognize that not only do you implement requirements as a part of your daily job however you also do non-requirement related work such as take training, go on vacation, review products of other teams, address defects so on
CHALLENGE 2-PEOPLE DEPENDENCY:
Top 3 Dependency Types
True agility comes by breaking dependencies between teams across the organization. It all starts by defining a rational system of delivery for the project. Next, healthy culture and solid practices should emerge within that rational delivery framework. For those who wish to develop their organizations, solving for the issues that get in the way of effectively practicing agile is what should guide you. First, focus on the fundamentals of agile delivery, while methodically and systematically breaking dependencies. In this way, we can achieve true enterprise agility.
May emerge when the backlog doesn’t sufficiently meet the meaning of ready, when there’s too much work in process, or requirements are unit being shared across over teams. Often, multiple teams can be dependent on each other to deliver a single feature.
May originate from highly frameworks organizations, not having instantly available people, or having limited access to SMEs (topic specialists). Though companies try to keep people busy, sharing people between teams often results in delays.
May originate from large products with diverse technology, too much technical agile or defects, or low union and tight coupling.
Where Dependencies Come Back From
- Lack of clarity. Your system of delivery needs to be well understood. Your backlog should to be clear and ready. There must be a shared understanding of governance.
- Lack of accountability. People must know what they’re responsible or accountable for. Ensure you have the proper organizational structure.
- Lack of progress. You want metrics and tools to measure the system of delivery. At scale, a physical team board isn’t enough to provide real-time progress. Make sure you’re contributing the proper metrics to ensure you’ll see value flowing through the system of delivery and there’s a balance between capacity and demand.
CHALLENGE 3-VAST DOCUMENTATION:
The scope and variety of documentation is a project specific thing. These zone unit driven by what has been agreed upon with the client in SOW. But generally, there’s no getting away with a few standard documents like Function specifications, technical design documents, Unit test designs, release notes, User guides etc.
Also, in a CMML5 service based organization, there are many process-level documents to be created.
There are 2 prime challenges in creating these documents –
- Some documents even when created prior to the development has to be retouched post development . It’s often the designer or the architect who creates the technical design document in the design phase. But updating the documents post development is generally done by developers. With people changing, the context changes.
- The team shrinks post development and there is a sudden rush of closing the documents that are agreed in SOW (Statement of Work). Result-the quality of the documents is being compromised.
CHALLENGE 4- DEFECT DENSITY:
What is Defect Density?
Defect Density is the number of confirmed defects detected in software/module during a specific period of operation or development divided by the size of the software/module. It enables one to decide if a piece of software is ready to be released.
Defect density is counted per thousand lines of code also known as KLOC.
Recipe to live Defect Density:
Defect Density = Defect count/size of the release
A standard for defect density
In any case, there’s no fixed standard for bug density, studies suggest that one Defect per thousand lines of code is generally considered as a sign of good project quality.
Factors that affect the defect density metrics
- Code complexity
- The type of defects taken into account for the calculation
- Time duration which is considered for Defect density calculation
- Developer or Tester skills
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