Agile software development - Knowledge (XXG)

2493:, is conducted every year starting in 2006 with thousands of participants from around the software development community. This tracks trends on the perceived benefits of agility, lessons learned, and good practices. Each survey has reported increasing numbers saying that agile software development helps them deliver software faster; improves their ability to manage changing customer priorities; and increases their productivity. Surveys have also consistently shown better results with agile product development methods compared to classical project management. In balance, there are reports that some feel that agile development methods are still too young to enable extensive academic research of their success. 2772:. Agile project management metrics help reduce confusion, identify weak points, and measure team's performance throughout the development cycle. Supply chain agility is the ability of a supply chain to cope with uncertainty and variability on offer and demand. An agile supply chain can increase and reduce its capacity rapidly, so it can adapt to a fast-changing customer demand. Finally, strategic agility is the ability of an organisation to change its course of action as its environment is evolving. The key for strategic agility is to recognize external changes early enough and to allocate resources to adapt to these changing environments. 1566: 3354:, so perhaps he learned it there, or assumed it as totally natural. I do remember Herb Jacobs (primarily, though we all participated) developing a large simulation for Motorola, where the technique used was, as far as I can tell ... All of us, as far as I can remember, thought waterfalling of a huge project was rather stupid, or at least ignorant of the realities. I think what the waterfall description did for us was make us realize that we were doing something else, something unnamed except for 'software development.'" 2348:(RDP) technique. Not all agile proponents agree, however, with Schwaber noting "that is how we got into trouble in the first place, thinking that the problem was not having a perfect methodology. Efforts center on the changes in the enterprise". Bas Vodde reinforced this viewpoint, suggesting that unlike traditional, large methodologies that require you to pick and choose elements, Scrum provides the basics on top of which you add additional elements to localize and contextualize its use. Practitioners seldom use 2838: 2522:

does not justify completely doing without any analysis or design at all. Failure to pay attention to design can cause a team to proceed rapidly at first, but then to require significant rework as they attempt to scale up the system. One of the key features of agile software development is that it is iterative. When done correctly, agile software development allows the design to emerge as the system is developed and helps the team discover commonalities and opportunities for re-use.

1558: 2393:. The goal is to leverage the unique benefits offered by each approach. Distributed development allows organizations to build software by strategically setting up teams in different parts of the globe, virtually building software round-the-clock (more commonly referred to as follow-the-sun model). On the other hand, agile development provides increased transparency, continuous feedback, and more flexibility when responding to changes. 2788:

project. Both iterative and agile methods were developed as a reaction to various obstacles that developed in more sequential forms of project organization. For example, as technology projects grow in complexity, end users tend to have difficulty defining the long-term requirements without being able to view progressive prototypes. Projects that develop in iterations can constantly gather feedback to help refine those requirements.

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push-based and pull-based agile coaching. Here a "push-system" can refer to an upfront estimation of what tasks can be fitted into a sprint (pushing work) e.g. typical with scrum; whereas a "pull system" can refer to an environment where tasks are only performed when capacity is available. Agile management approaches have also been employed and adapted to the business and government sectors. For example, within the

7586: 1031: 2926:('undiscussable' agile topics/issues) were collected, including aspects: the alliances, failures and limitations of agile software development practices and context (possible causes: commercial interests, decontextualization, no obvious way to make progress based on failure, limited objective evidence, cognitive biases and reasoning fallacies), politics and culture. As 7576: 2950:

from traditional management to agile management requires total submission to agile and a firm commitment from all members of the organization to seeing the process through. Issues like unequal results across the organization, too much change for employees' ability to handle, or a lack of guarantees at the end of the transformation are just a few examples.

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teams working on unprecedented systems with requirements that were difficult to finalize and likely to change as the system was being developed. This section describes common problems that organizations encounter when they try to adopt agile software development methods as well as various techniques to measure the quality and performance of agile teams.

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that date. An adaptive team cannot report exactly what tasks they will do next week, but only which features they plan for next month. When asked about a release six months from now, an adaptive team might be able to report only the mission statement for the release, or a statement of expected value vs. cost.

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The agile movement is in some ways a bit like a teenager: very self-conscious, checking constantly its appearance in a mirror, accepting few criticisms, only interested in being with its peers, rejecting en bloc all wisdom from the past, just because it is from the past, adopting fads and new jargon,

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Within a project life cycle, there are generally one or more phases that are associated with the development of the product, service, or result. These are called a development life cycle (...) Adaptive life cycles are agile, iterative, or incremental. The detailed scope is defined and approved before

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A survey performed by VersionOne found respondents cited insufficient training as the most significant cause for failed agile implementations Teams have fallen into the trap of assuming the reduced processes of agile software development compared to other approaches such as waterfall means that there

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Agile software development is often implemented as a grassroots effort in organizations by software development teams trying to optimize their development processes and ensure consistency in the software development life cycle. By not having sponsor support, teams may face difficulties and resistance

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Although agile software development methods can be used with any programming paradigm or language in practice, they were originally closely associated with object-oriented environments such as Smalltalk, Lisp and later Java, C#. The initial adopters of agile methods were usually small to medium-sized

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practice that follows the principles of agile software development. Agile testing involves all members of a cross-functional agile team, with special expertise contributed by testers, to ensure delivering the business value desired by the customer at frequent intervals, working at a sustainable pace.

2081:(BDD), example-driven development (EDD), and support-driven development also called story test–driven development (SDD). All these processes aid developers and testers in understanding the customer's needs prior to implementation and allow customers to be able to converse in their own domain language. 2637:

role is accountable for ensuring the scrum process is followed and for coaching the scrum team through that process. A common pitfall is for a scrum master to act as a contributor. While not prohibited by the Scrum framework, the scrum master needs to ensure they have the capacity to act in the role

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Being assigned work also constrains team members into certain roles (for example, team member A must always do the database work), which limits opportunities for cross-training. Team members themselves can choose to take on tasks that stretch their abilities and provide cross-training opportunities.

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Situation-appropriateness should be considered as a distinguishing characteristic between agile methods and more plan-driven software development methods, with agile methods allowing product development teams to adapt working practices according to the needs of individual products. Potentially, most

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methods, in contrast, focus on analyzing and planning the future in detail and cater for known risks. In the extremes, a predictive team can report exactly what features and tasks are planned for the entire length of the development process. Predictive methods rely on effective early phase analysis,

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methods focus on adapting quickly to changing realities. When the needs of a project change, an adaptive team changes as well. An adaptive team has difficulty describing exactly what will happen in the future. The further away a date is, the more vague an adaptive method is about what will happen on

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never-maintained and rarely-used tomes. We plan, but recognize the limits of planning in a turbulent environment. Those who would brand proponents of XP or SCRUM or any of the other Agile Methodologies as "hackers" are ignorant of both the methodologies and the original definition of the term hacker.

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One of the intended benefits of agile software development is to empower the team to make choices, as they are closest to the problem. Additionally, they should make choices as close to implementation as possible, to use more timely information in the decision. If team members are assigned tasks by

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A goal of agile software development is to focus more on producing working software and less on documentation. This is in contrast to waterfall models where the process is often highly controlled and minor changes to the system require significant revision of supporting documentation. However, this

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Crystal considers development a series of co-operative games, and intends that the documentation is enough to help the next win at the next game. The work products for Crystal include use cases, risk list, iteration plan, core domain models, and design notes to inform on choices...however there are

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Another criticism is that in many ways, agile management and traditional management practices end up being in opposition to one another. A common criticism of this practice is that the time spent attempting to learn and implement the practice is too costly, despite potential benefits. A transition

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Agile practices have been cited as potentially inefficient in large organizations and certain types of development. Many organizations believe that agile software development methodologies are too extreme and adopt a hybrid approach that mixes elements of agile software development and plan-driven

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Agile software development requires teams to meet product commitments, which means they should focus on work for only that product. However, team members who appear to have spare capacity are often expected to take on other work, which makes it difficult for them to help complete the work to which

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in the Scrum framework). In a brief session (e.g., 15 minutes), team members review collectively how they are progressing toward their goal and agree whether they need to adapt their approach. To keep to the agreed time limit, teams often use simple coded questions (such as what they completed the

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Having the scrum master also multitasking may result in too many context switches to be productive. Additionally, as a scrum master is responsible for ensuring roadblocks are removed so that the team can make forward progress, the benefit gained by individual tasks moving forward may not outweigh

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Teams may fall into the trap of spending too much time preparing or planning. This is a common trap for teams less familiar with agile software development where the teams feel obliged to have a complete understanding and specification of all stories. Teams should be prepared to move forward with

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This does not mean that a story cannot expand. Teams must deal with new information, which may produce additional tasks for a story. If the new information prevents the story from being completed during the iteration, then it should be carried over to a subsequent iteration. However, it should be

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In response, a range of strategies and patterns has evolved for overcoming challenges with large-scale development efforts (>20 developers) or distributed (non-colocated) development teams, amongst other challenges; and there are now several recognized frameworks that seek to mitigate or avoid

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software systems based on best practices. It is a collection of values and principles that can be applied on an (agile) software development project. This methodology is more flexible than traditional modeling methods, making it a better fit in a fast-changing environment. It is part of the agile

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mindset. This provides greater flexibility throughout the development process; whereas on projects the requirements are defined and locked down from the very beginning, making it difficult to change them later. Iterative product development allows the software to evolve in response to changes in

1081:. At the end of the iteration a working product is demonstrated to stakeholders. This minimizes overall risk and allows the product to adapt to changes quickly. An iteration might not add enough functionality to warrant a market release, but the goal is to have an available release (with minimal 5532:

Only 6% indicated that their productivity was lowered ... No change in productivity was reported by 34% of respondents and 60% reported increased productivity ... 66% that the quality is higher ... 58% of organizations report improved satisfaction, whereas only 3% report reduced

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are submitted in stages. The main difference between agile and iterative development is that agile methods complete small portions of the deliverables in each delivery cycle (iteration), while iterative methods evolve the entire set of deliverables over time, completing them near the end of the

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is applied to an iterative, incremental method of managing the design and build activities of engineering, information technology and other business areas that aim to provide new product or service development in a highly flexible and interactive manner, based on the principles expressed in the

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is a short period of time during which the team commits to specific goals. Adding stories to an iteration in progress is detrimental to a good flow of work. These should be added to the product backlog and prioritized for a subsequent iteration or in rare cases the iteration could be cancelled.

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states that documentation should be "just barely good enough" (JBGE), that too much or comprehensive documentation would usually cause waste, and developers rarely trust detailed documentation because it's usually out of sync with code, while too little documentation may also cause problems for

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Because testing is done in every iteration—which develops a small piece of the software—users can frequently use those new pieces of software and validate the value. After the users know the real value of the updated piece of software, they can make better decisions about the software's future.

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members. Teams who were using traditional waterfall planning and adopted the agile way of development typically go through a transformation phase and often take help from agile coaches who help guide the teams through a smoother transformation. There are typically two styles of agile coaching:

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The 6th principle of the agile manifesto for software development states "The most efficient and effective method of conveying information to and within a development team is face-to-face conversation". The manifesto, written in 2001 when video conferencing was not widely used, states this in

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Institute for Strategic Innovation & Services) "this approach can be leveraged effectively for non-software products and for project management in general, especially in areas of innovation and uncertainty." The result is a product or project that best meets current customer needs and is

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A daily standup should be a focused, timely meeting where all team members disseminate information. If problem-solving occurs, it often can involve only certain team members and potentially is not the best use of the entire team's time. If during the daily standup the team starts diving into

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A common mistake is to fill the product owner role with someone from the development team. This requires the team to make its own decisions on prioritization without real feedback from the business. They try to solve business issues internally or delay work as they reach outside the team for

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The Agile movement is not anti-methodology, in fact many of us want to restore credibility to the word methodology. We want to restore a balance. We embrace modeling, but not in order to file some diagram in a dusty corporate repository. We embrace documentation, but not hundreds of pages of

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The "Manifesto" may have had a negative impact on higher education management and leadership, where it suggested to administrators that slower traditional and deliberative processes should be replaced with more "nimble" ones. The concept rarely found acceptance among university faculty.

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and other techniques are often used to improve quality and enhance product development agility. This is predicated on designing and building quality in from the beginning and being able to demonstrate software for customers at any point, or at least at the end of every iteration.

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95% stated that there was either no effect or a cost reduction ... 93% stated that productivity was better or significantly better ... 88% stated that quality was better or significantly better ... 83% stated that business satisfaction was better or significantly

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required by iterative software development. Allowing a developer to quickly run tests to confirm refactoring has not modified the functionality of the application may reduce the workload and increase confidence that cleanup efforts have not introduced new defects.

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This is disputed by proponents of agile software development, who state that developers should write documentation if that is the best way to achieve the relevant goals, but that there are often better ways to achieve those goals than writing static documentation.

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Due to the iterative nature of agile development, multiple rounds of testing are often needed. Automated testing helps reduce the impact of repeated unit, integration, and regression tests and frees developers and testers to focus on higher value work.

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Agile software development is supported by a number of concrete practices, covering areas like requirements, design, modeling, coding, testing, planning, risk management, process, quality, etc. Some notable agile software development practices include:

1117:, wiki, or email. With the widespread adoption of remote working during the COVID-19 pandemic and changes to tooling, more studies have been conducted around co-location and distributed working which show that co-location is increasingly less relevant. 4055: 2714:

Agile software development fixes time (iteration duration), quality, and ideally resources in advance (though maintaining fixed resources may be difficult if developers are often pulled away from tasks to handle production incidents), while the

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Agile project management is an iterative development process, where feedback is continuously gathered from users and stakeholders to create the right user experience. Different methods can be used to perform an agile process, these include

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The article titled 'Agile Software Development: The Business of Innovation' ... is yet another attempt to undermine the discipline of software engineering ... We want to spend all our time coding. Remember, real programmers don't write

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Agile software development paradigms can be used in other areas of life such as raising children. Its success in child development might be founded on some basic management principles; communication, adaptation, and awareness. In a

2683:. The team must allow themselves time for defect remediation and refactoring. Technical debt hinders planning abilities by increasing the amount of unscheduled work as production defects distract the team from further progress. 1140:(ROI) and ensuring alignment with customer needs and company goals. The importance of stakeholder satisfaction, detailed by frequent interaction and review at the end of each phase, is why the approach is often denoted as a 1092:

A key advantage of agile approaches is speed to market and risk mitigation. Smaller increments are typically released to market, reducing the time and cost risks of engineering a product that doesn't meet user requirements.

6554: 2857:. However, these techniques can be applied to the development of non-software products, such as computers, medical devices, food, clothing, and music. Agile software development methods have been used in non-development 2485:

One of the early studies reporting gains in quality, productivity, and business satisfaction by using agile software developments methods was a survey conducted by Shine Technologies from November 2002 to January 2003.

1132:). This representative is agreed by stakeholders to act on their behalf and makes a personal commitment to being available for developers to answer questions throughout the iteration. At the end of each iteration, the 5091:

McHugh, Martin; McCaffery, Fergal; Coady, Garret (4 November 2014). "An Agile Implementation within a Medical Device Software Organisation". In Mitasiunas, Antanas; Rout, Terry; O'Connor, Rory V.; et al. (eds.).

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A process or capability in which human agents determine a system development approach for a specific project situation through responsive changes in, and dynamic interplays between contexts, intentions, and method

2405:, pharmaceutical, financial, nuclear systems, automotive, and avionics sectors, etc. However, in the last several years, there have been several initiatives for the adaptation of agile methods for these domains. 2473:, amongst others, rates developments against five dimensions of product development (duration, risk, novelty, effort, and interaction). Other techniques are based on measurable goals and one study suggests that 1089:" throughout each iterative phase instead of drastically on a final release date. Multiple iterations might be required to release a product or new features. Working software is the primary measure of progress. 2446:(V&V): Embedded throughout the software development process (e.g. user requirements specification, functional specification, design specification, code review, unit tests, integration tests, system tests). 2319:

In the literature, different terms refer to the notion of method adaptation, including 'method tailoring', 'method fragment adaptation' and 'situational method engineering'. Method tailoring is defined as:

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remains variable. The customer or product owner often pushes for a fixed scope for an iteration. However, teams should be reluctant to commit to the locked time, resources and scope (commonly known as the

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A project plan is important, but it must not be too rigid to accommodate changes in technology or the environment, stakeholders' priorities, and people's understanding of the problem and its solution.

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A common misconception is that agile software development allows continuous change, however an iteration backlog is an agreement of what work can be completed during an iteration. Having too much

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departments. Typically, it includes employees from all levels of an organization. Members may also come from outside an organization (in particular, from suppliers, key customers, or consultants).

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can be used as a metric of agility. There are also agile self-assessments to determine whether a team is using agile software development practices (Nokia test, Karlskrona test, 42 points test).

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Cawley, Oisín; Wang, Xiaofeng; Richardson, Ita (2010). "Lean/Agile Software Development Methodologies in Regulated Environments – State of the Art". In Abrahamsson, Pekka; Oza, Nilay (eds.).

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previous day, what they aim to complete that day, and whether there are any impediments or risks to progress), and delay detailed discussions and problem resolution until after the stand-up.

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Most agile development methods break product development work into small increments that minimize the amount of up-front planning and design. Iterations, or sprints, are short time frames (

2265:(XFN), also known as a multidisciplinary team or interdisciplinary team, is a group of people with different functional expertise working toward a common goal. It may include people from 876:

compendium of the working definitions of agile practices, terms, and elements, along with interpretations and experience guidelines from the worldwide community of agile practitioners.

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There are many conflicting viewpoints on whether all of these are effective or indeed fit the definition of agile development, and this remains an active and ongoing area of research.

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Good documentation is useful in helping people to understand how the software is built and how to use it, but the main point of development is to create software, not documentation.

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from business partners, other development teams and management. Additionally, they may suffer without appropriate funding and resources. This increases the likelihood of failure.

6792: 5998: 5688: 6301: 2864:. Some of the wider principles of agile software development have also found application in general management (e.g., strategy, governance, risk, finance) under the terms 2801: 520: 3914: 2401:

Agile software development methods were initially seen as best suitable for non-critical product developments, thereby excluded from use in regulated domains such as

1592:, agile modeling), while some focus on managing the flow of work (e.g., Scrum, Kanban). Some support activities for requirements specification and development (e.g., 1458:

typically has iterations of just two weeks—helps the team continuously adapt its plans so as to maximize the value it delivers. This follows a pattern similar to the

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approach to schedule planning, which identifies milestones but leaves flexibility in the path to reach them, and also allows for the milestones themselves to change.

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Lagstedt, A., and Dahlberg, T. (2018). Understanding the Rarity of ISD Method Selection – Bounded Rationality and Functional Stupidity. PACIS 2018 Proceedings. 154.

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at times cocky and arrogant. But I have no doubts that it will mature further, become more open to the outside world, more reflective, and therefore, more effective.

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Agile software development methods have been extensively used for development of software products and some of them use certain characteristics of software, such as

1238:. Accurate estimates, stable plans, and predictions are often hard to get in early stages, and confidence in them is likely to be low. Agile practitioners use their 7062: 6903: 2599:

only those stories in which they have confidence, then during the iteration continue to discover and prepare work for subsequent iterations (often referred to as

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Safety and security: Formal planning and risk management to mitigate safety risks for users and securely protecting users from unintentional and malicious misuse.

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or similar, located prominently near the development team, where passers-by can see it. It presents an up-to-date summary of the product development status. A

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Wang, Yang; Ramadani, Jasmin; Wagner, Stefan (29 November 2017). "An Exploratory Study on Applying a Scrum Development Process for Safety-Critical Systems".

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When agile software development is applied in a distributed setting (with teams dispersed across multiple business locations), it is commonly referred to as

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can be used to tailor software development methods. However, dedicated tools for method engineering such as the Essence Theory of Software Engineering of

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that the agile mindset and agile-based practices improve the software development process, the empirical evidence is limited and less than conclusive.

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Iacocca Institute (1991). "21st Century Manufacturing Enterprise Strategy: An Industry Led View". Iacocca Institute, Lehigh University, Bethlehem, PA.

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Lee, Gwanhoo; Xia, Weidong (2010). "Toward Agile: An Integrated Analysis of Quantitative and Qualitative Field Data on Software Development Agility".

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is that co-workers on the same team should be situated together to better establish the identity as a team and to improve communication. This enables

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Thor Myklebust, Tor Stålhane, Geir Kjetil Hanssen, Tormod Wien and Børge Haugset: Scrum, documentation and the IEC 61508-3:2010 software standard,

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methodology based on communication between the business customers, the developers, and the testers. ATDD encompasses many of the same practices as

2797: 4211: 1270:, learned from years of successes and failures, have helped shape agile development's favor of adaptive, iterative and evolutionary development. 329: 5220:

Fitzgerald, B.; Stol, K.-J.; O'Sullivan, R.; O'Brien, D. (May 2013). "Scaling agile methods to regulated environments: An industry case study".

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Agile software development has been widely seen as highly suited to certain types of environments, including small teams of experts working on

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Compared to traditional software engineering, agile software development mainly targets complex systems and product development with dynamic,

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Barlow, Jordan B.; Justin Scott Giboney; Mark Jeffery Keith; David W. Wilson; Ryan M. Schuetzler; Paul Benjamin Lowry; Anthony Vance (2011).

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Barlow, Jordan B.; Justin Scott Giboney; Mark Jeffery Keith; David W. Wilson; Ryan M. Schuetzler; Paul Benjamin Lowry; Anthony Vance (2011).

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in Snowbird, Utah on 12 February 2011, gathering some 30+ people who had been involved at the original meeting and since. A list of about 20

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Due to the focused pace and continuous nature of agile practices, there is a heightened risk of burnout among members of the delivery team.

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of scrum master first and not work on development tasks. A scrum master's role is to facilitate the process rather than create the product.

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Organizations and teams implementing agile software development often face difficulties transitioning from more traditional methods such as

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software development framework. The product backlog is referred to with different names in different project management frameworks, such as

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principles, the PM Declaration of Interdependence, to guide software project management according to agile software development methods.

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delivered with minimal costs, waste, and time, enabling companies to achieve bottom line gains earlier than via traditional approaches.

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Park, J. S., McMahon, P. E., and Myburgh, B. (2016). Scrum Powered by Essence. ACM SIGSOFT Software Engineering Notes, 41(1), pp. 1–8.

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Krajewski, L. J. and L. P. Ritzman. 2005. Operations Management: Processes and Value Chains. Pearson Education, Upper Saddle River.

3346:, pp. 47–56 "We were doing incremental development as early as 1957 in Los Angeles, under the direction of Bernie Dimsdale at 893:

We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:

2440:: Documentation providing auditable evidence of regulatory compliance and facilitating traceability and investigation of problems. 4815:

Abrahamsson, P., Warsta, J., Siponen, M.T., & Ronkainen, J. (2003). New Directions on Agile Methods: A Comparative Analysis.

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for the next game. I always tend to characterize this to my team as: what would you want to know if you joined the team tomorrow.

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2018 7th International Conference on Reliability, Infocom Technologies and Optimization (Trends and Future Directions) (ICRITO)

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One of the differences between agile software development methods and waterfall is the approach to quality and testing. In the

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and being sympathetic to the need for an alternative to documentation driven, heavyweight software development processes.

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Proceedings of the 2008 international workshop on Scrutinizing agile practices or shoot-out at the agile corral (APOS '08)

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Datta, Subhajit (2006). "Agility measurement index: a metric for the crossroads of software development methodologies".

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Dybå, Tore; Dingsøyr, Torgeir (1 August 2008). "Empirical studies of agile software development: A systematic review".

2724:). Efforts to add scope to the fixed time and resources of agile software development may result in decreased quality. 2612:

problem-solving, it should be set aside until a sub-team can discuss, usually immediately after the standup completes.

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Mirakhorli, M.; Rad, A.K.; Shams, F.; Pazoki, M.; Mirakhorli, A. (2008). "RDP technique: a practice to customize xp".

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Aydin, M.N.; Harmsen, F.; Slooten; Stagwee, R. A. (2004). "An Agile Information Systems Development Method in use".

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and if this goes very wrong, the project may have difficulty changing direction. Predictive teams often institute a

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together with the customer representative review progress and re-evaluate priorities with a view to optimizing the

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The Paradox of Agile Transformation: Why trying too hard to be Agile stops organisations from becoming truly agile

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prioritized against all remaining stories, as the new information may have changed the story's original priority.

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Tools and processes are important, but it is more important to have competent people working together effectively.

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Many software development practices emerged from the agile mindset. These agile-based practices, sometimes called

7516: 7506: 4278: 4181: 3412:

Edmonds, E. A. (1974). "A Process for the Development of Software for Nontechnical Users as an Adaptive System".

2756: 2356: 2341: 2278: 1717: 646:(with a capital A) include requirements, discovery and solutions improvement through the collaborative effort of 223: 203: 5900: 5093: 832: 7419: 7218: 7201: 7110: 6999: 6474: 6444: 3734: 2995: 2577:

is responsible for representing the business in the development activity and is often the most demanding role.

2164:

refers to a prioritized list of functionality which a product should contain. It is sometimes referred to as a

2157: 2136: 2074: 1990: 1601: 1589: 1110: 768: 764: 364: 233: 213: 5445: 3626: 949:

A contract is important but is not a substitute for working closely with customers to discover what they need.

4446: 4399: 4306:

Rakitin, Steven R. (2001). "Manifesto Elicits Cynicism: Reader's letter to the editor by Steven R. Rakitin".

7369: 7213: 6975: 6668: 2791:

Agile management also offers a simple framework promoting communication and reflection on past work amongst

2009: 1206: 1202: 1121: 824: 492: 374: 253: 127: 6054: 5726: 2837: 2828:

the start of an iteration. Adaptive life cycles are also referred to as agile or change-driven life cycles.

7424: 7181: 7176: 6080: 5416: 2600: 2237: 2231: 1871: 1190: 854: 434: 344: 296: 238: 2888:, Bruce Feiler shared how he applied basic agile paradigms to household management and raising children. 7243: 7196: 6762:

Larman, Craig; Basili, Victor R. (June 2003). "Iterative and Incremental Development: A Brief History".

2964: 2877: 2502: 2274: 2262: 2255: 1999: 1884: 1757: 1651: 1569: 1291: 1235: 1161: 1106: 1062: 1054: 651: 291: 258: 74: 64: 5611: 2621:

others or too early in the process, the benefits of localized and timely decision making can be lost.

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Presley, A., J. Mills and D. Liles (1995). "Agile Aerospace Manufacturing". Nepcon East 1995, Boston.

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In practice, methods can be tailored using various tools. Generic process modeling languages such as

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no templates for these documents and descriptions are necessarily vague, but the objective is clear,

1450:. In agile software development, however, testing is completed in the same iteration as programming. 1311: 1214: 1070: 850: 583: 354: 198: 132: 99: 79: 40: 6826: 7561: 7546: 7414: 7278: 7186: 7130: 6277: 3698: 3599: 3048: 2868:

or agile business management. Agile software methodologies have also been adopted for use with the

2752: 1973: 1843: 1697: 1687: 1644: 1585: 1500: 1141: 1133: 1038: 722: 624: 349: 268: 94: 7551: 7191: 6897: 6779: 5251: 5168: 5132: 4852: 4323: 3981: 3857: 3710: 3448: 3339: 3281: 3273: 3238: 3060: 2703: 2372: 2181: 1078: 1015: 843: 812: 741: 666: 467: 6791:

Casagni, Michelle; Benito, Robert; Mayfield, Kathleen M.; Northern, Carlton (8 September 2013).

5040:

Agile Processes Workshop II Managing Multiple Concurrent Agile Projects. Washington: OOPSLA 2002

4391: 1102:

relation to the communication of information, not necessarily that a team should be co-located.

6970: 5367: 4976: 2804:(USAID) is employing a collaborative project management approach that focuses on incorporating 1557: 7465: 7223: 6980: 6949: 6918: 6883: 6864: 6843: 6811: 6748: 6744: 6738: 6719: 6695: 6676: 6622: 6572: 6426: 6393: 6368: 6340: 6319: 6257: 6179: 6159: 6029: 5815: 5590: 5313: 5280: 5241: 5158: 5107: 5071: 4918: 4842: 4658: 4510: 4469: 4286: 4251: 4219: 4189: 4157: 4132: 4092: 4034: 4011: 3971: 3809: 3718: 3706: 3541: 3516: 3483: 3230: 3159: 3122: 3068: 3056: 2927: 2915: 2873: 2858: 2690:. Over time the lack of constant maintenance causes increasing defects and development costs. 2428: 2036: 1526: 828: 820: 784: 6793:"Handbook for Implementing Agile in Department of Defense Information Technology Acquisition" 6522: 5662: 5586: 5580: 4728: 4349: 4088: 4082: 932:

That is, while there is value in the items on the right, we value the items on the left more.

7536: 7480: 7258: 7150: 7145: 6941: 6771: 6664: 6649: 6501: 6418: 6117: 5305: 5276: 5270: 5233: 5225: 5150: 5099: 5063: 5055: 4878:

Vodde, B (2016) The Story of LeSS. Closing Keynote. Scrum Australia, Melbourne. April, 2016.

4834: 4798: 4628: 4368: 4315: 3963: 3888: 3869: 3838: 3475: 3440: 3351: 3320: 3312: 3265: 3222: 3191: 2985: 2959: 2885: 2865: 2741: 2687: 2633:

In the Scrum framework, which claims to be consistent with agile values and principles, the

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Chelimsky, David, Dave Astels, Zach Dennis, Aslak Hellesøy, Bryan Helmkamp, and Dan North.

7556: 7409: 7389: 7273: 7135: 6458: 6284: 5019: 4983: 3730: 3726: 3080: 3076: 2990: 2699: 2651: 2161: 2150: 1983: 1853: 1773: 1573: 1514:

we want to spend all our time coding. Remember, real programmers don't write documentation

1431: 1231: 1114: 1066: 772: 760: 710: 702: 696: 311: 263: 147: 69: 7019: 1164:

may also be used to inform a team about the current status of their product development.

5973: 5146: 1085:) at the end of each iteration. Through incremental development, products have room to " 7460: 7364: 7105: 7025: 6734: 5951: 5098:. Communications in Computer and Information Science. Vol. 477. pp. 190–201. 4708: 4423: 3301:"Empirical evidence in follow the Sun software development: A systematic mapping study" 2905: 2680: 2674: 2402: 2098: 2092: 1938: 1821: 1635: 1395: 1359: 1137: 748: 6692:

Agile Analytics: A Value-Driven Approach to Business Intelligence and Data Warehousing

6205: 2901:(DSDM) attempt this in a disciplined way, without sacrificing fundamental principles. 1021:

Regularly, the team reflects on how to become more effective, and adjusts accordingly.

7604: 7440: 7208: 6912: 6540: 5790: 4490:

Bridging the Communication Gap: Specification by Example and Agile Acceptance Testing

4327: 3985: 3956:"The Impact of Agile Software Development Process on the Quality of Software Product" 3702: 3673: 3651: 3580: 3510: 3052: 2574: 2421: 2376: 2310:. The discomfort of standing for long periods is intended to keep the meetings short. 2127: 2121: 2106: 1963: 1833: 1627: 1243: 957: 780: 54: 5502:, Second study on success and forms of usage of agile methods. Retrieved 1 July 2015 4466:

Lean-Agile Acceptance Test-Driven Development: Better Software Through Collaboration

3452: 3285: 2912:

mindset towards development strategies, and wrongly emphasizes method over results.

2706:

and queueing. The team must avoid feeling pressured into taking on additional work.

2244:

changes frequently and ensuring that the integrated codebase is in a workable state.

7475: 7470: 7399: 6783: 6362:"Getting on the Billboard Charts: Music Production as Agile Software Development," 5512: 5172: 4856: 4031:

Agile Modeling: Effective Practices for EXtreme Programming and the Unified Process

4015: 3722: 3714: 3242: 3072: 3064: 2792: 2437: 2213: 1979: 1849: 1826: 1769: 1744: 1727: 1710: 1669: 1657: 1640: 1521: 1194: 1082: 1074: 936: 858: 816: 776: 137: 5255: 5054:. Lecture Notes in Business Information Processing. Vol. 65. pp. 31–36. 4564: 1504:, Steven Rakitin expressed cynicism about agile software development, calling it " 1030: 6858: 6805: 6713: 5341: 5209:

http://www.sintef.no/globalassets/ec-61508-documentation-and-safescrum-psam12.pdf

5154: 5103: 4600: 4588:

Agile modeling (AM) home page, effective practices for modeling and documentation

3316: 3226: 2330:

Mehmet Nafiz Aydin et al., An Agile Information Systems Development Method in use

6122: 6105: 5545: 5478: 5059: 4802: 4750: 4502: 4274: 4177: 3967: 3742: 2784: 2661: 2241: 2217: 1951: 1898: 1877: 1454:

Having a value retrospective and software re-planning session in each iteration—

1438:(SDLC) phases—with one phase being completed before another can start—hence the 1333: 1267: 1255: 1157: 873: 796: 4531:

The RSpec Book: Behaviour Driven Development with RSpec, Cucumber, and Friends.

3955: 3300: 2904:

The increasing adoption of agile practices has also been criticized as being a

2880:, and data informed decision-making to support learners and their development. 2505:, such as teams having an agile process forced on them. These are often termed 2139:

is used to capture examples of desired and undesired behavior and guide coding.

733:, they are now collectively referred to as agile software development methods. 17: 7485: 7450: 6945: 5229: 3873: 3479: 2424:. A number of key concerns are of particular importance in regulated domains: 2165: 2031: 2022: 1050: 729:(FDD), from 1997. Although these all originated before the publication of the 680:

can be traced back as early as 1957, with evolutionary project management and

6984: 6422: 5390: 3234: 2581:

direction. This often leads to distraction and a breakdown in collaboration.

6933: 6775: 5309: 4910: 4838: 3694: 3467: 3444: 3044: 2409: 2408:

There are numerous standards that may apply in regulated domains, including

2015: 1944: 1931: 1732: 1693: 1263: 1262:

a lot of waste in such cases, i.e., are not economically sound. These basic

1239: 1120:

No matter which development method is followed, every team should include a

984:

Customer satisfaction by early and continuous delivery of valuable software.

756: 623:

The practitioners cite inspiration from new practices at the time including

89: 2908:

that simply describes existing good practices under new jargon, promotes a

4319: 3368: 3014: 1011:

Simplicity—the art of maximizing the amount of work not done—is essential.

999:

Face-to-face conversation is the best form of communication (co-location).

736:

Already since 1991 similar changes had been underway in manufacturing and

7233: 6654: 6637: 6506: 6489: 4888: 4507:

Specification by example: How successful teams deliver the right software

3677: 2535: 2417: 2413: 2307: 1780: 1247: 659: 655: 462: 414: 399: 394: 6601: 5131:. Lecture Notes in Computer Science. Vol. 10611. pp. 324–340. 3277: 1053:) that typically last from one to four weeks. Each iteration involves a 7040: 2303: 2168:, and is considered an 'artifact' (a form of documentation) within the 1506:

yet another attempt to undermine the discipline of software engineering

996:

Projects are built around motivated individuals, who should be trusted.

842:

In 2005, a group headed by Cockburn and Highsmith wrote an addendum of

590:, a group of 17 software practitioners in 2001. As documented in their 6675:. Advances in Computers. Vol. 62. Academic Press. pp. 1–66. 5302:

ACM-SE 44 Proceedings of the 44th annual Southeast regional conference

5237: 4365:"Just Barely Good Enough Models and Documents: An Agile Best Practice" 3325: 1576:(an iterative and incremental software development process framework). 7090: 5546:"Answering the "Where is the Proof That Agile Methods Work" Question" 5067: 4350:"Agile/Lean Documentation: Strategies for Agile Software Development" 3842: 3538:

Inside RAD: How to Build a Fully Functional System in 90 Days or Less

3269: 2980: 1290:

side of this continuum. One key of adaptive development methods is a

173: 6840:

Essential Scrum. A Practical Guide to the Most Popular Agile Process

6882:. Project Management Institute (7th ed.). Newtown Square, PA. 6638:"Overview and Guidance on Agile Development in Large Organizations" 6490:"Overview and Guidance on Agile Development in Large Organizations" 5137: 4963: 4450: 3365:"Evolutionary Project Management (Original page, external archive)" 1596:), while some seek to cover the full development life cycle (e.g., 691:

software development methods evolved in reaction to the prevailing

7290: 6934:"Heavyweight project organizationHEAVYWEIGHT PROJECT ORGANIZATION" 6715:

Agile Software Development: Current Research and Future Directions

5499: 3468:"Heavyweight project organizationHEAVYWEIGHT PROJECT ORGANIZATION" 2846: 2836: 2360: 1564: 1556: 1259: 1029: 792: 248: 6880:

A guide to the project management body of knowledge (PMBOK guide)

6807:

Managing Agile: Strategy, Implementation, Organisation and People

6413:

Barrett, M.; Goodell, J. (2022), "Lean-Agile Development Tools",

6390:

Managing Agile: Strategy, Implementation, Organisation and People

6256:(1st ed.). Seattle, WA: Modus Cooperandi Press. p. 38. 6156:

Managing Agile: Strategy, Implementation, Organisation and People

5222:

2013 35th International Conference on Software Engineering (ICSE)

5186: 3299:

Kroll, J.; Richardson, I.; Prikladnicki, R.; Audy, J. L. (2018).

2679:

Focusing on delivering new functionality may result in increased

7501: 6460:

Top Ten Organizational Impediments to Large-Scale Agile Adoption

5945: 5943: 4587: 3829:

Beck, Kent (1999). "Embracing Change with Extreme Programming".

1580:

Agile software development methods support a broad range of the

1459: 993:

Close, daily cooperation between business people and developers.

804: 752: 482: 7044: 2538:

descriptions) are typically used to define requirements and an

990:

Deliver working software frequently (weeks rather than months).

6135: 6133: 4432: 3858:"Agile innovation management in government: A research agenda" 2336:

agile methods could be suitable for method tailoring, such as

1474:(in the review and retrospective), and any changes agreed are 1018:, requirements, and designs emerge from self-organizing teams. 808: 7014: 6596:

Abrahamsson, P.; Salo, O.; Ronkainen, J.; Warsta, J. (2002).

5838: 5836: 4056:"Developing agile project task and team management practices" 3794:, §3.12 Enable Change to Achieve the Envisioned Future State. 3092: 2872:

process, an iterative data-informed process that applies the

1172:

A common characteristic in agile software development is the

1008:

Continuous attention to technical excellence and good design.

7035: 4114:

Agile Testing: A Practical Guide for Testers and Agile Teams

3998: 3791: 3767: 1525:

maintenance, communication, learning and knowledge sharing.

27:

Umbrella term for certain approaches to software development

5020:"Using an Agile Software Process with Offshore Development" 4543: 4283:

Balancing Agility and Discipline: A Guide for the Perplexed

4186:

Balancing Agility and Discipline: A Guide for the Perplexed

956:

Introducing the manifesto on behalf of the Agile Alliance,

849:

In 2009, a group working with Martin wrote an extension of

701:) that critics described as overly regulated, planned, and 1005:

Sustainable development, able to maintain a constant pace.

747:

In 2001, seventeen software developers met at a resort in

6642:

Communications of the Association for Information Systems

6598:"Agile Software Development Methods: Review and Analysis" 6494:

Communications of the Association for Information Systems

5876:"Mission Possible: ScrumMaster and Technical Contributor" 5748:

Sims, Chris; Johnson, Hillary Louise (15 February 2011).

5095:

Software Process Improvement and Capability Determination

3144:"Agile With a Capital "A" Vs. agile With a Lowercase "a"" 4081:

Jeffries, Ron; Anderson, Ann; Hendrickson, Chet (2001).

3954:

Jain, Parita; Sharma, Arun; Ahuja, Laxmi (August 2018).

1968:

Esther Derby, Diana Larsen, Ben Linders, Luis Gonçalves

1314:

to ensure they consider only the most valuable changes.

1254:

can be obtained. Requirements and design are held to be

987:

Welcome changing requirements, even in late development.

6938:

Encyclopedia of Production and Manufacturing Management

6712:

Dingsøyr, Torgeir; Dybå, Tore; Moe, Nils Brede (2010).

4729:

What is a Cross-functional Team? Definition and meaning

4425:

Agile software development methods: Review and analysis

3472:

Encyclopedia of Production and Manufacturing Management

2918:

organized a celebration of the 10th anniversary of the

1607:

Notable agile software development frameworks include:

755:

to discuss lightweight development methods. They were:

6969:

Takeuchi, Hirotaka; Nonaka, Ikujiro (1 January 1986).

3689: 3687: 3431:

Gilb, Tom (1 April 1981). "Evolutionary development".

2642:

roadblocks that are deferred due to lack of capacity.

678:

Iterative and incremental software development methods

586:

that reflect the values and principles agreed upon by

4653: 4651: 4649: 4623: 4621: 2565:

are no actual rules for agile software development.

6141:"The Procurement Call for Agile, What does it mean?" 4422:

Abrahamson P, Salo O, Ronkainen J, Warsta J (2002).

1340:

suggest that each side of the continuum has its own

1002:

Working software is the primary measure of progress.

7529: 7494: 7433: 7347: 7340: 7299: 7159: 7078: 6914:

Extreme Programming Refactored: The Case Against XP

6302:

A Guide to the Project Management Body of Knowledge

5477:. stateofagile.com. 27 January 2014. Archived from 3603: 2808:(CLA) strategies to iterate and adapt programming. 1156:is a (normally large) physical display, board with 857:, to guide agile software development according to 6278:"ADS Chapter 201 Program Cycle Operational Policy" 5444:. Shine Technologies. January 2003. Archived from 4417: 4415: 4413: 4216:Agile and Iterative Development: A Manager's Guide 4154:Agile and Iterative Development: A Manager's Guide 3915:"Agile Software Development: The Cooperative Game" 3119:Agile and Iterative Development: A Manager's Guide 2845:According to Jean-Loup Richet (research fellow at 2802:United States Agency for International Development 1976:(sprint planning, sprint review and retrospective) 7032:'s description of the background to agile methods 6737:. In Succi, Giancarlo; Marchesi, Michele (eds.). 2813:Guide to the Project Management Body of Knowledge 1510:working software over comprehensive documentation 6318:. Cases and Applied Research, n°31. ESSEC-ISIS. 5391:"Karlskrona test, A generic agile adoption test" 4869:Schwaber, K (2006) Scrum is hard and disruptive. 4248:The Software Project Manager's Bridge to Agility 4033:. John Wiley & Sons. pp. 12, 164, 363. 3039: 3037: 3035: 1286:. Agile software development methods lie on the 835:). The group, The Agile Alliance, published the 5663:"Project Roles and Responsibility Distribution" 5638:"Sprint issues – when sprints turn into crawls" 4977:Systems and Software Technology Conference 2007 4659:"Agile Core Practice: Prioritized Requirements" 4601:"The product backlog: your ultimate to-do list" 2932: 2825: 2322: 2306:in which attendees typically participate while 1535: 962: 6254:Personal Kanban: mapping work, navigating life 6252:Benson, Jim; De Maria Barry, Tonianne (2011). 5413:"How Agile Are You? (Take This 42 Point Test)" 4285:. Boston, MA: Addison-Wesley. pp. 55–57. 3889:"Study: Co-Located Teams vs. the Cubicle Farm" 3146:. Archived from the original on 5 January 2016 2694:Attempting to take on too much in an iteration 1348:Home grounds of different development methods 1278:Development methods exist on a continuum from 7056: 6940:, Boston, MA: Springer US, pp. 261–262, 6832: 6534: 6532: 4958: 4956: 4915:Extreme Programming Explained: Embrace Change 3474:, Boston, MA: Springer US, pp. 261–262, 3112: 3110: 1584:. Some methods focus on the practices (e.g., 1490:business environment or market requirements. 1258:. Big up-front specifications would probably 1168:Very short feedback loop and adaptation cycle 560: 8: 6180:"Which Life Cycle Is Best for Your Project?" 6030:"Why Limiting Your Work-in-Progress Matters" 5129:Product-Focused Software Process Improvement 4769: 4767: 4269: 4267: 4218:. Addison-Wesley Professional. p. 253. 3887:Preuss, Deborah Hartmann (13 October 2006). 3585:International Journal of Production Research 3391:"Evolutionary Project Management (New page)" 3343: 1394:Limited requirements, limited features, see 7000:"Introduction to Hybrid project management" 6663:Cohen, D.; Lindvall, M.; Costa, P. (2004). 6475:"Introduction to Hybrid project management" 6457:Larman, Craig; Bas Vodde (13 August 2009). 5974:"The Art of Agile Development: Refactoring" 5763:Rothman, Johanna Rothman (25 August 2011). 5566: 4709:"Produkteier | Digitaliseringsdirektoratet" 4343: 4341: 4246:Sliger, Michele; Broderick, Stacia (2008). 3921:(2nd ed.). Addison-Wesley Professional 970:Jim Highsmith, History: The Agile Manifesto 695:methods (often referred to collectively as 7344: 7063: 7049: 7041: 6902:: CS1 maint: location missing publisher ( 5612:"Sprint (software development) definition" 4400:"Staccato Signals:Agile and Documentation" 3627:"How You Can Help Agile Alliance Help You" 3093:"Manifesto for Agile Software Development" 2977:, a related subject in business management 2526:Adding stories to an iteration in progress 2497:Common agile software development pitfalls 980:The values are based on these principles: 567: 553: 31: 6653: 6617:Ashmore, Sondra; Runyan, Kristin (2014). 6505: 6121: 5752:(Kindle ed.). Dymaxicon. p. 73. 5136: 4392:"Do Agile Methods Require Documentation?" 3581:"A Review of Agile Manufacturing Systems" 3324: 2833:Applications outside software development 2710:Fixed time, resources, scope, and quality 2686:As the system evolves it is important to 2569:Product owner role is not properly filled 1037:, an agile development technique used in 7254:Software development process/methodology 5689:"What Does a Project Sponsor Really Do?" 5475:"2013 State of Agile report: Why Agile?" 4966:in Dr. Dobb's Journal, 15 February 2006. 3962:. Noida, India: IEEE. pp. 812–815. 3941:"Management Transformed | Research" 3536:Kerr, James M.; Hunter, Richard (1993). 2920:Manifesto for Agile Software Development 2770:Manifesto for Agile Software Development 2660:Test automation also supports continued 1798: 1609: 1346: 1320:can be used to choose between adaptive ( 1097:Efficient and face-to-face communication 1045:Iterative, incremental, and evolutionary 864:In 2011, the Agile Alliance created the 837:Manifesto for Agile Software Development 592:Manifesto for Agile Software Development 6600:. VTT Publications. 478. Archived from 6106:"Current study on limitations of Agile" 6081:"Time, Resources, Scope... and Quality" 5765:"When You Have No Product Owner at All" 3743:"Principles behind the Agile Manifesto" 3178: 3006: 2798:federal government of the United States 1561:Software development life cycle support 1189:Specific tools and techniques, such as 39: 6971:"The New New Product Development Game" 6895: 5923:"Thoughts on Test Automation in Agile" 5517:"Survey Says: Agile Works in Practice" 4889:https://aisel.aisnet.org/pacis2018/154 3433:ACM SIGSOFT Software Engineering Notes 3157: 2775:Agile X techniques may also be called 2391:distributed agile software development 705:. These lightweight methods included: 582:is an umbrella term for approaches to 521:Electrical and electronics engineering 6878:Project Management Institute (2021). 6445:"Agile programming – for your family" 3779: 3192:"What is Agile Software Development?" 2367:Large-scale, offshore and distributed 1917:Iterative and incremental development 7: 7575: 7269:Software verification and validation 7172:Component-based software engineering 6911:Stephens, M.; Rosenberg, D. (2003). 6857:Shore, James; Warden, Shane (2008). 6364:Digital Da Vinci: Computers in Music 5616:searchsoftwarequality.techtarget.com 5548:. Agilemodeling.com. 19 January 2007 5439:"Agile Methodologies Survey Results" 5415:. allaboutagile.com/. Archived from 5052:Lean Enterprise Software and Systems 4449:. the Agile Alliance. Archived from 4112:Lisa Crispin; Janet Gregory (2009). 2806:collaborating, learning and adapting 2607:Problem-solving in the daily standup 2379:are well-documented and understood. 2240:(CI) is the practice of integrating 1791:Agile software development practices 6553:Richard Utz, "Against Adminspeak," 6539:Kruchten, Philippe (20 June 2011). 6367:. Springer Science+Business Media. 5636:Goldstein, Ilan (11 October 2011). 5368:"Nokia test, A scrum-specific test" 4940:"Agile Delivery at British Telecom" 3305:Information and Software Technology 3215:Information and Software Technology 2811:Agile methods are mentioned in the 2669:Allowing technical debt to build up 1481:This iterative approach supports a 6665:"An introduction to agile methods" 3625:McDonald, Kent (1 November 2016). 2899:dynamic systems development method 2897:approaches. Some methods, such as 2702:results in inefficiencies such as 2513:. Below are some common examples: 2344:context. and XP tailored with the 2291:This paragraph is an excerpt from 2254:This paragraph is an excerpt from 2230:This paragraph is an excerpt from 2198:This paragraph is an excerpt from 2149:This paragraph is an excerpt from 2120:This paragraph is an excerpt from 2091:This paragraph is an excerpt from 2067:Acceptance test–driven development 2061:Acceptance test-driven development 2059:This paragraph is an excerpt from 2054:Acceptance test-driven development 1811:Acceptance test-driven development 1722:Mary Poppendieck, Tom Poppendieck 1677:Dynamic systems development method 1152:In agile software development, an 715:dynamic systems development method 633:dynamic systems development method 25: 7631:Software development philosophies 7249:Software configuration management 7116:Search-based software engineering 7101:Experimental software engineering 5999:"Step 4: Sprint Planning (Tasks)" 5791:"Working on Multiple Agile Teams" 4390:Geoffrey Wiseman (18 July 2007). 4001:, §2.7.3.2 Information Radiators. 3999:Project Management Institute 2021 3792:Project Management Institute 2021 3768:Project Management Institute 2021 3749:from the original on 14 June 2010 1408:Requirements that can be modeled 1391:Requirements do not change often 910:over comprehensive documentation 783:(Adaptive Software Development), 447:Standards and bodies of knowledge 7585: 7584: 7574: 6673:Advances in Software Engineering 6521:Kupersmith, Kupe (4 July 2011). 5389:Mark Seuffert; Mayberg, Sweden. 5333:Peter Lappo; Henry C.T. Andrew. 4975:Schaaf, R.J. (2007). Agility XL 3862:Government Information Quarterly 3600:"Declaration of Interdependence" 3348:IBM's Service Bureau Corporation 2216:to describe the behavior of the 1413:Culture that responds to change 1356:Plan-driven methods (waterfall) 855:Software Craftsmanship Manifesto 607:over comprehensive documentation 6706:What is a self-organizing team? 6417:, Routledge, pp. 269–278, 6079:McMillan, Keith (13 May 2010). 6028:George, Claire (3 March 2014). 4565:"Story Test-Driven Development" 4029:Ambler, Scott (12 April 2002). 3770:, 2.3.3 Development Approaches. 3652:"Examining the Agile Manifesto" 3579:Sanchez, Luis (November 2010). 2530:In agile software development, 1582:software development life cycle 1436:software development life cycle 815:(Pragmatic Programming, Ruby), 721:, from 1995; Crystal Clear and 539:Outline of software development 7096:Empirical software engineering 6932:Swamidass, P. M., ed. (2000), 5952:"Technical Debt + Red October" 5901:"How to Implement Agile Scrum" 5370:. Agileconsortium.blogspot.com 5366:Joe Little (2 December 2007). 4917:. Boston, MA: Addison-Wesley. 4797:. NZ: University of Auckland. 4348:Scott Ambler (16 April 2023). 4250:. Addison-Wesley. p. 46. 4200:Appendix A, pages 165–194 4188:. Boston, MA: Addison-Wesley. 4156:. Addison-Wesley. p. 27. 3678:"History: The Agile Manifesto" 3466:Swamidass, P. M., ed. (2000), 3121:. Addison-Wesley. p. 27. 2594:Excessive preparation/planning 2517:Lack of overall product design 2110:software development tool kit. 687:During the 1990s, a number of 1: 6619:Introduction to Agile Methods 6555:Chronicle of Higher Education 5582:Extreme Programming Explained 5272:Extreme Programming Explained 4129:Agile Development in Practice 4084:Extreme Programming installed 3512:Rapid Application Development 3194:. Agile Alliance. 8 June 2013 2821:Product Development Lifecycle 2629:Scrum master as a contributor 1752:Rapid application development 1622:Adaptive software development 1462:(PDCA) cycle, as the work is 1353:Value-driven methods (agile) 1142:customer-centered methodology 707:rapid application development 684:emerging in the early 1970s. 682:adaptive software development 637:adaptive software development 7121:Site reliability engineering 6860:The Art of Agile Development 6740:Extreme Programming Examined 6415:Learning Engineering Toolkit 6337:Flexible Product Development 6305:(PMBOK Guide), Sixth Edition 6297:Project Management Institute 6059:www.mountaingoatsoftware.com 5820:www.mountaingoatsoftware.com 5789:Fox, Alyssa (8 April 2014). 5725:. VersionOne. Archived from 5155:10.1007/978-3-319-69926-4_23 5104:10.1007/978-3-319-13036-1_17 4751:A leadership blog named XFN. 4629:"What is a Product Backlog?" 4131:. Tamare House. p. 11. 4054:Vasiliauskas, Vidas (2014). 3317:10.1016/j.infsof.2017.08.011 3227:10.1016/j.infsof.2008.01.006 2970:Scrum (software development) 2841:Agile Brazil 2014 conference 2176:in scrum, work item list in 1894:Daily stand-up / Daily Scrum 1838:Lisa Crispin, Janet Gregory 1246:" that is needed before any 900:Individuals and interactions 799:(Scrum), Arie van Bennekum, 599:Individuals and interactions 7616:Software project management 7126:Social software engineering 6743:. Addison-Wesley. pp. 6339:. Jossey-Bass. p. 25. 6231:"What is Agile Management?" 6123:10.1016/j.procs.2016.02.056 5950:Band, Zvi (22 March 2014). 5845:"Effective Sprint Planning" 5719:"9th State of Agile Report" 5585:. Addison-Wesley. pp. 5275:. Addison-Wesley. pp. 5060:10.1007/978-3-642-16416-3_4 4803:10.13140/RG.2.2.32698.08640 4740:Use of XFN as abbreviation 4684:"Artifact: Work Items List" 4398:Cooper, Ian (6 July 2007). 4212:"Chapter 11: Practice Tips" 4087:. Addison-Weslsy. pp. 3968:10.1109/ICRITO.2018.8748529 3913:Cockburn, Alistair (2007). 2722:project management triangle 2444:Verification and validation 2206:Behavior-driven development 2200:Behavior-driven development 2193:Behavior-driven development 2079:behavior-driven development 1861:Behavior-driven development 1416:Culture that demands order 1405:Large number of developers 1402:Small number of developers 1211:behavior-driven development 889:The agile manifesto reads: 7647: 7611:Agile software development 7264:Software quality assurance 6571:. Pearson. pp. 5–10. 6314:Richet, Jean-Loup (2013). 6206:"Agile Project Management" 4447:"Guide to Agile Practices" 3856:Mergel, Ines (July 2016). 3540:. McGraw-Hill. p. 3. 2862:deployments and migrations 2777:extreme project management 2739: 2672: 2649: 2590:their team had committed. 2350:system development methods 2346:Rule Description Practices 2290: 2253: 2229: 2197: 2148: 2119: 2101:(AM) is a methodology for 2090: 2058: 1705:Feature-driven development 1665:Disciplined agile delivery 1444:is separate and follows a 1388:Requirements change often 1057:working in all functions: 918:over contract negotiation 727:feature-driven development 725:(XP), both from 1996; and 594:the practitioners value: 580:Agile software development 302:Software quality assurance 7570: 6946:10.1007/1-4020-0612-8_400 6833:Succi & Marchesi 2001 6541:"Agile's Teenage Crisis?" 6335:Smith, Preston G (2007). 6287:. Retrieved 19 April 2017 6116:: 291–297. January 2016. 6110:Procedia Computer Science 6055:"Sprint Planning Meeting" 5230:10.1109/ICSE.2013.6606635 3874:10.1016/j.giq.2016.07.004 3480:10.1007/1-4020-0612-8_400 3164:: CS1 maint: unfit URL ( 2471:Agility measurement index 2357:Unified Modeling Language 1718:Lean software development 1540:just enough documentation 902:over processes and tools 613:over contract negotiation 7420:Model-driven engineering 7219:Functional specification 7202:Software incompatibility 7111:Requirements engineering 6690:Collier, Ken W. (2011). 6423:10.4324/9781003276579-16 4533:The Pragmatic Bookshelf. 4058:. Eylean. Archived from 3598:Anderson, David (2005). 3350:. He was a colleague of 3344:Larman & Basili 2003 2996:Rational unified process 2158:agile project management 2137:Specification by example 2075:specification by example 1991:Specification by example 1111:face-to-face interaction 866:Guide to Agile Practices 717:(DSDM), both from 1994; 601:over processes and tools 287:Configuration management 7214:Enterprise architecture 6976:Harvard Business Review 6838:Rubin, Kenneth (2013). 6776:10.1109/MC.2003.1204375 6733:Fowler, Martin (2001). 6283:23 October 2019 at the 5880:www.agileconnection.com 5849:www.agileexecutives.org 5567:Shore & Warden 2008 5310:10.1145/1185448.1185509 4997:"Bridging the Distance" 4962:W. Scott Ambler (2006) 4839:10.1145/1370143.1370149 4833:. ACM. pp. 23–32. 4544:"Example Driven Design" 3741:; Brian Marick (2001). 3445:10.1145/1010865.1010868 3091:; Brian Marick (2001). 2817:PMBOK Guide 6th Edition 2646:Lack of test automation 2551:Lack of sponsor support 2451:Experience and adoption 2010:Test-driven development 1274:Adaptive vs. predictive 1203:test-driven development 1122:customer representative 825:Test-driven development 819:(Extreme Programming), 763:(Extreme Programming), 759:(Extreme Programming), 511:Artificial intelligence 7425:Round-trip engineering 7182:Backward compatibility 7177:Software compatibility 4817:Proceedings of ICSE'03 4793:Morris, David (2015). 4210:Larman, Craig (2004). 4152:Larman, Craig (2004). 4127:Mitchell, Ian (2016). 4016:"Information radiator" 3509:Martin, James (1991). 3367:. Gilb. Archived from 3117:Larman, Craig (2004). 2943: 2842: 2830: 2700:work-in-progress (WIP) 2489:A similar survey, the 2333: 2238:Continuous integration 2232:Continuous integration 2225:Continuous integration 2208:(BDD) involves naming 1872:Continuous integration 1577: 1562: 1550: 1494:Code vs. documentation 1266:and previous industry 1191:continuous integration 1041: 973: 926:over following a plan 916:Customer collaboration 872:in 2016), an evolving 823:, Brian Marick (Ruby, 709:(RAD), from 1991; the 611:Customer collaboration 435:Infrastructure as code 281:Supporting disciplines 7244:Software architecture 7197:Forward compatibility 7022:of the Agile Alliance 6797:The Mitre Corporation 6694:. Pearson Education. 6569:Succeeding With Agile 6003:www.allaboutagile.com 5816:"Daily Scrum Meeting" 5750:The Elements of Scrum 5723:Stage of Agile Survey 4982:13 March 2016 at the 4488:Adzic, Gojko. (2009) 4320:10.1109/MC.2001.10095 3806:Agile Risk Management 3709:; Arie van Bennekum; 3680:. agilemanifesto.org. 3059:; Arie van Bennekum; 2965:Cross-functional team 2924:elephants in the room 2878:human-centered design 2840: 2779:. It is a variant of 2673:Further information: 2650:Further information: 2585:Teams are not focused 2560:Insufficient training 2503:waterfall development 2377:legacy infrastructure 2263:cross-functional team 2256:Cross-functional team 2249:Cross-functional team 2180:, and option pool in 2000:Story-driven modeling 1885:Cross-functional team 1866:Dan North, Liz Keogh 1652:Agile unified process 1590:pragmatic programming 1570:Agile unified process 1568: 1560: 1434:, work moves through 1380:Junior developers(?) 1162:build light indicator 1055:cross-functional team 1033: 880:Values and Principles 861:conduct and mastery. 769:Pragmatic Programming 619:over following a plan 292:Deployment management 7626:Software engineering 7621:Software development 7542:Computer engineering 7239:Software archaeology 7229:Programming paradigm 7141:Software maintenance 7086:Computer programming 7072:Software engineering 6804:Moran, Alan (2015). 6655:10.17705/1CAIS.02902 6507:10.17705/1CAIS.02902 6388:Moran, Alan (2015). 6154:Moran, Alan (2015). 5642:www.axisagile.com.au 5347:on 15 September 2009 5224:. pp. 863–872. 5187:"SafeScrum - SINTEF" 4431:(Technical report). 4062:on 15 September 2014 2975:Fail fast (business) 2870:learning engineering 2781:iterative life cycle 2465:Internal assessments 1906:Domain-driven design 1846:(Product and Sprint) 1805:Main contributor(s) 1616:Main contributor(s) 1372:Extreme criticality 1312:change control board 1215:domain-driven design 1154:information radiator 1148:Information radiator 1138:return on investment 1134:project stakeholders 1087:fail often and early 924:Responding to change 851:software development 665:While there is much 617:Responding to change 112:Paradigms and models 41:Software development 7562:Systems engineering 7547:Information science 7327:Service orientation 7279:Structured analysis 7187:Compatibility layer 7131:Software deployment 7026:The New Methodology 6604:on 7 September 2011 6567:Cohn, Mike (2015). 6392:. Springer Verlag. 6360:Newton Lee (2014). 6085:www.adeptechllc.com 5579:Beck, Kent (2000). 5335:"Assessing Agility" 5269:Beck, Kent (2000). 5147:2017arXiv170305375W 4453:on 9 February 2014. 3808:. Springer Verlag. 3631:Agile Alliance Blog 3587:(39(16):3561-3600). 2855:object technologies 2753:extreme programming 2507:agile anti-patterns 2373:greenfield projects 1698:Robert Cecil Martin 1688:Extreme programming 1682:Jennifer Stapleton 1645:Robert Cecil Martin 1508:" and translating " 1426:Agile vs. waterfall 1349: 811:), James Grenning, 738:management thinking 723:extreme programming 625:extreme programming 584:developing software 35:Part of a series on 7552:Project management 7317:Object orientation 7284:Essential analysis 7192:Compatibility mode 6863:. O'Reilly Media. 6842:. Addison-Wesley. 6621:. Addison-Wesley. 6233:. Project Laneways 6143:. 1 November 2019. 5978:www.jamesshore.com 5729:on 12 January 2015 5022:. Martinfowler.com 4468:. Addison-Wesley. 4464:Pugh, Ken (2011). 4012:Cockburn, Alistair 3804:Moran, A. (2014). 3745:. Agile Alliance. 3697:; James Grenning; 3606:on 27 January 2018 3340:Gerald M. Weinberg 3047:; James Grenning; 2843: 2601:backlog refinement 2383:these challenges. 1578: 1572:(AUP) is based on 1563: 1383:Senior developers 1377:Senior developers 1347: 1328:) and predictive ( 1079:acceptance testing 1042: 925: 917: 909: 901: 844:project management 667:anecdotal evidence 588:The Agile Alliance 430:Release automation 307:Project management 7598: 7597: 7525: 7524: 7466:Information model 7370:Incremental model 7224:Modeling language 7036:AgilePatterns.org 6955:978-1-4020-0612-8 6924:978-1-59059-096-6 6889:978-1-62825-664-2 6870:978-0-596-52767-9 6849:978-0-13-704329-3 6817:978-3-319-16262-1 6754:978-0-201-71040-3 6735:"Is Design Dead?" 6725:978-3-642-12575-1 6682:978-0-08-047190-7 6669:Zelkowitz, Marvin 6578:978-0-321-57936-2 6432:978-1-003-27657-9 6399:978-3-319-16262-1 6374:978-1-4939-0535-5 6346:978-0-7879-9584-3 6324:978-2-36456-091-8 6263:978-1-4538-0226-7 6186:. 22 October 2008 6165:978-3-319-16262-1 5921:Namta, Rajneesh. 5610:Rouse, Margaret. 5515:(3 August 2006). 5481:on 28 August 2014 5451:on 21 August 2010 5247:978-1-4673-3076-3 5113:978-3-319-13035-4 5077:978-3-642-16415-6 4924:978-0-321-27865-4 4848:978-1-60558-021-0 4776:Turk J Elec Engin 4663:agilemodeling.com 4516:978-0-321-27865-4 4371:on 8 October 2014 4292:978-0-321-18612-6 4257:978-0-321-50275-9 4195:978-0-321-18612-6 4163:978-0-13-111155-4 4138:978-1-908552-49-5 4116:. Addison-Wesley. 4040:978-0-471-20282-0 3977:978-1-5386-4692-2 3719:Alistair Cockburn 3547:978-0-07-034223-1 3522:978-0-02-376775-3 3489:978-1-4020-0612-8 3221:(9–10): 833–859. 3128:978-0-13-111155-4 3069:Alistair Cockburn 2940:Philippe Kruchten 2928:Philippe Kruchten 2916:Alistair Cockburn 2910:one size fits all 2874:learning sciences 2859:IT infrastructure 2728:Developer burnout 2704:context-switching 2509:or more commonly 2460:Measuring agility 2429:Quality assurance 2397:Regulated domains 2178:disciplined agile 2051: 2050: 2044:Velocity tracking 2037:Alistair Cockburn 1788: 1787: 1547:Alistair Cockburn 1527:Alistair Cockburn 1460:plan-do-check-act 1423: 1422: 1369:High criticality 1105:The principle of 923: 915: 907: 899: 785:Alistair Cockburn 654:teams with their 577: 576: 468:ISO/IEC standards 16:(Redirected from 7638: 7588: 7587: 7578: 7577: 7537:Computer science 7345: 7259:Software quality 7151:Systems analysis 7146:Software testing 7065: 7058: 7051: 7042: 7003: 6995: 6993: 6991: 6965: 6964: 6962: 6928: 6907: 6901: 6893: 6874: 6853: 6830: 6821: 6800: 6787: 6758: 6729: 6708: 6686: 6659: 6657: 6632: 6613: 6611: 6609: 6583: 6582: 6564: 6558: 6551: 6545: 6544: 6536: 6527: 6526: 6523:"Agile is a Fad" 6518: 6512: 6511: 6509: 6485: 6479: 6478: 6471: 6465: 6464: 6454: 6448: 6442: 6436: 6435: 6410: 6404: 6403: 6385: 6379: 6378: 6357: 6351: 6350: 6332: 6326: 6316:Agile Innovation 6312: 6306: 6294: 6288: 6274: 6268: 6267: 6249: 6243: 6242: 6240: 6238: 6227: 6221: 6220: 6218: 6216: 6202: 6196: 6195: 6193: 6191: 6176: 6170: 6169: 6151: 6145: 6144: 6137: 6128: 6127: 6125: 6102: 6096: 6095: 6093: 6091: 6076: 6070: 6069: 6067: 6065: 6051: 6045: 6044: 6042: 6040: 6025: 6019: 6018: 6016: 6014: 6005:. 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Archived from 3595: 3589: 3588: 3576: 3570: 3567: 3561: 3558: 3552: 3551: 3533: 3527: 3526: 3506: 3500: 3499: 3498: 3496: 3463: 3457: 3456: 3428: 3422: 3421: 3409: 3403: 3402: 3400: 3398: 3387: 3381: 3380: 3378: 3376: 3371:on 27 March 2016 3361: 3355: 3352:John von Neumann 3337: 3331: 3330: 3328: 3296: 3290: 3289: 3270:10.2307/20721416 3253: 3247: 3246: 3210: 3204: 3203: 3201: 3199: 3188: 3182: 3176: 3170: 3169: 3163: 3155: 3153: 3151: 3139: 3133: 3132: 3114: 3105: 3104: 3102: 3100: 3095:. Agile Alliance 3049:Robert C. Martin 3041: 3030: 3029: 3027: 3025: 3015:"What is Agile?" 3011: 2986:Agile leadership 2960:Agile Automation 2941: 2866:business agility 2765:agile management 2742:Agile management 2736:Agile management 2331: 2315:Method tailoring 2300:stand-up meeting 2293:Stand-up meeting 2132:software testing 1943:James Grenning, 1927:Pair programming 1799: 1610: 1548: 1419:Extreme quality 1366:Low criticality 1350: 1219:code refactoring 1199:pair programming 1035:Pair programming 971: 908:Working software 853:principles, the 789:Robert C. Martin 652:cross-functional 605:Working software 569: 562: 555: 516:Computer science 425:Build automation 32: 21: 7646: 7645: 7641: 7640: 7639: 7637: 7636: 7635: 7601: 7600: 7599: 7594: 7566: 7557:Risk management 7521: 7490: 7429: 7410:Waterfall model 7380:Prototype model 7375:Iterative model 7336: 7312:Aspect-oriented 7295: 7274:Software system 7155: 7136:Software design 7074: 7069: 7015:Agile Manifesto 7011: 7006: 7002:. 20 July 2016. 6998: 6989: 6987: 6968: 6960: 6958: 6956: 6931: 6925: 6910: 6894: 6890: 6877: 6871: 6856: 6850: 6837: 6824: 6818: 6803: 6790: 6761: 6755: 6732: 6726: 6711: 6702: 6689: 6683: 6662: 6635: 6629: 6616: 6607: 6605: 6595: 6591: 6589:Further reading 6586: 6579: 6566: 6565: 6561: 6557:, 24 June 2020. 6552: 6548: 6538: 6537: 6530: 6520: 6519: 6515: 6487: 6486: 6482: 6477:. 20 July 2016. 6473: 6472: 6468: 6456: 6455: 6451: 6443: 6439: 6433: 6412: 6411: 6407: 6400: 6387: 6386: 6382: 6375: 6359: 6358: 6354: 6347: 6334: 6333: 6329: 6313: 6309: 6295: 6291: 6285:Wayback Machine 6275: 6271: 6264: 6251: 6250: 6246: 6236: 6234: 6229: 6228: 6224: 6214: 6212: 6204: 6203: 6199: 6189: 6187: 6178: 6177: 6173: 6166: 6153: 6152: 6148: 6139: 6138: 6131: 6104: 6103: 6099: 6089: 6087: 6078: 6077: 6073: 6063: 6061: 6053: 6052: 6048: 6038: 6036: 6027: 6026: 6022: 6012: 6010: 6009:on 29 June 2014 5997: 5996: 5992: 5982: 5980: 5971: 5970: 5966: 5956: 5954: 5949: 5948: 5941: 5931: 5929: 5920: 5919: 5915: 5905: 5903: 5899: 5898: 5894: 5884: 5882: 5873: 5872: 5868: 5858: 5856: 5855:on 28 June 2014 5842: 5841: 5834: 5824: 5822: 5814: 5813: 5809: 5799: 5797: 5788: 5787: 5783: 5773: 5771: 5762: 5761: 5757: 5747: 5746: 5742: 5732: 5730: 5717: 5716: 5712: 5702: 5700: 5687:Bourne, Lynda. 5686: 5685: 5681: 5671: 5669: 5661: 5660: 5656: 5646: 5644: 5635: 5634: 5630: 5620: 5618: 5609: 5608: 5604: 5597: 5578: 5577: 5573: 5565: 5561: 5551: 5549: 5544: 5543: 5539: 5525: 5523: 5511: 5510: 5506: 5498: 5494: 5484: 5482: 5473: 5472: 5468: 5454: 5452: 5448: 5441: 5437: 5436: 5432: 5422: 5420: 5411: 5410: 5406: 5396: 5394: 5388: 5387: 5383: 5373: 5371: 5365: 5364: 5360: 5350: 5348: 5344: 5337: 5332: 5331: 5327: 5320: 5304:. p. 271. 5299: 5298: 5294: 5287: 5268: 5267: 5263: 5248: 5219: 5218: 5214: 5206: 5202: 5192: 5190: 5185: 5184: 5180: 5165: 5126: 5125: 5121: 5114: 5090: 5089: 5085: 5078: 5049: 5048: 5044: 5039: 5035: 5025: 5023: 5017: 5016: 5012: 5002: 5000: 4995: 4994: 4990: 4984:Wayback Machine 4974: 4970: 4961: 4954: 4944: 4942: 4937: 4936: 4932: 4925: 4909: 4908: 4904: 4899: 4895: 4886: 4882: 4877: 4873: 4868: 4864: 4849: 4828: 4827: 4823: 4814: 4810: 4792: 4791: 4787: 4773: 4772: 4765: 4760: 4756: 4749: 4745: 4738: 4734: 4727: 4723: 4713: 4711: 4707: 4706: 4702: 4692: 4690: 4682: 4681: 4677: 4667: 4665: 4657: 4656: 4647: 4637: 4635: 4627: 4626: 4619: 4609: 4607: 4598: 4597: 4593: 4586: 4582: 4572: 4570: 4567: 4563: 4562: 4558: 4548: 4546: 4542: 4541: 4537: 4528: 4524: 4517: 4501: 4500: 4496: 4487: 4483: 4476: 4463: 4462: 4458: 4445: 4444: 4440: 4428: 4421: 4420: 4411: 4397: 4389: 4388: 4384: 4374: 4372: 4362: 4361: 4357: 4347: 4346: 4339: 4305: 4304: 4300: 4293: 4273: 4272: 4265: 4258: 4245: 4244: 4240: 4230: 4228: 4226: 4209: 4208: 4204: 4196: 4176: 4175: 4171: 4164: 4151: 4150: 4146: 4139: 4126: 4125: 4121: 4111: 4110: 4106: 4099: 4080: 4079: 4075: 4065: 4063: 4053: 4052: 4048: 4041: 4028: 4027: 4023: 4010: 4009: 4005: 3997: 3993: 3978: 3953: 3952: 3948: 3939: 3938: 3934: 3924: 3922: 3919:www.pearson.com 3912: 3911: 3907: 3897: 3895: 3886: 3885: 3881: 3855: 3854: 3850: 3828: 3827: 3823: 3816: 3803: 3802: 3798: 3790: 3786: 3778: 3774: 3766: 3762: 3752: 3750: 3731:Ward Cunningham 3727:Jeff Sutherland 3701:; Mike Beedle; 3693: 3692: 3685: 3672: 3671: 3667: 3657: 3655: 3650: 3649: 3645: 3635: 3633: 3624: 3623: 3619: 3609: 3607: 3597: 3596: 3592: 3578: 3577: 3573: 3568: 3564: 3559: 3555: 3548: 3535: 3534: 3530: 3523: 3508: 3507: 3503: 3494: 3492: 3490: 3465: 3464: 3460: 3430: 3429: 3425: 3414:General Systems 3411: 3410: 3406: 3396: 3394: 3389: 3388: 3384: 3374: 3372: 3363: 3362: 3358: 3342:, as quoted in 3338: 3334: 3298: 3297: 3293: 3255: 3254: 3250: 3212: 3211: 3207: 3197: 3195: 3190: 3189: 3185: 3177: 3173: 3156: 3149: 3147: 3141: 3140: 3136: 3129: 3116: 3115: 3108: 3098: 3096: 3081:Ward Cunningham 3077:Jeff Sutherland 3051:; Mike Beedle; 3043: 3042: 3033: 3023: 3021: 3013: 3012: 3008: 3004: 2991:Agile contracts 2956: 2942: 2939: 2894: 2835: 2744: 2738: 2730: 2712: 2696: 2677: 2671: 2654: 2652:Test automation 2648: 2631: 2618: 2616:Assigning tasks 2609: 2596: 2587: 2571: 2562: 2553: 2528: 2519: 2499: 2483: 2467: 2462: 2453: 2403:medical devices 2399: 2369: 2332: 2329: 2317: 2312: 2311: 2296: 2288: 2283: 2282: 2279:human resources 2259: 2251: 2246: 2245: 2235: 2227: 2222: 2221: 2214:domain language 2203: 2195: 2190: 2189: 2174:product backlog 2162:product backlog 2154: 2151:Product backlog 2146: 2141: 2140: 2125: 2117: 2112: 2111: 2096: 2088: 2083: 2082: 2064: 2056: 2004:Albert Zündorf 1984:Jeff Sutherland 1899:James O Coplien 1854:Jeff Sutherland 1793: 1774:Jeff Sutherland 1574:unified process 1555: 1549: 1546: 1498:In a letter to 1496: 1432:waterfall model 1428: 1276: 1242:to reduce the " 1234:and non-linear 1232:indeterministic 1228: 1207:design patterns 1187: 1170: 1150: 1115:persistent chat 1099: 1047: 1028: 978: 972: 969: 887: 882: 773:Jeff Sutherland 761:Ward Cunningham 742:Lean management 731:Agile Manifesto 711:unified process 675: 648:self-organizing 573: 544: 543: 534: 526: 525: 506: 498: 497: 448: 440: 439: 390: 380: 379: 325: 317: 316: 312:User experience 282: 274: 273: 164: 153: 152: 113: 105: 104: 50: 49:Core activities 28: 23: 22: 18:Agile Manifesto 15: 12: 11: 5: 7644: 7642: 7634: 7633: 7628: 7623: 7618: 7613: 7603: 7602: 7596: 7595: 7593: 7592: 7582: 7571: 7568: 7567: 7565: 7564: 7559: 7554: 7549: 7544: 7539: 7533: 7531: 7530:Related fields 7527: 7526: 7523: 7522: 7520: 7519: 7514: 7509: 7504: 7498: 7496: 7492: 7491: 7489: 7488: 7483: 7478: 7473: 7468: 7463: 7461:Function model 7458: 7453: 7448: 7443: 7437: 7435: 7431: 7430: 7428: 7427: 7422: 7417: 7412: 7407: 7402: 7397: 7392: 7387: 7382: 7377: 7372: 7367: 7365:Executable UML 7362: 7357: 7351: 7349: 7342: 7338: 7337: 7335: 7334: 7329: 7324: 7319: 7314: 7309: 7303: 7301: 7297: 7296: 7294: 7293: 7288: 7287: 7286: 7276: 7271: 7266: 7261: 7256: 7251: 7246: 7241: 7236: 7231: 7226: 7221: 7216: 7211: 7206: 7205: 7204: 7199: 7194: 7189: 7184: 7174: 7169: 7163: 7161: 7157: 7156: 7154: 7153: 7148: 7143: 7138: 7133: 7128: 7123: 7118: 7113: 7108: 7106:Formal methods 7103: 7098: 7093: 7088: 7082: 7080: 7076: 7075: 7070: 7068: 7067: 7060: 7053: 7045: 7039: 7038: 7033: 7023: 7020:Agile Glossary 7017: 7010: 7009:External links 7007: 7005: 7004: 6996: 6966: 6954: 6929: 6923: 6908: 6888: 6875: 6869: 6854: 6848: 6835: 6825:Riehle, Dirk. 6822: 6816: 6801: 6788: 6759: 6753: 6730: 6724: 6709: 6700: 6687: 6681: 6660: 6633: 6628:978-0321929563 6627: 6614: 6592: 6590: 6587: 6585: 6584: 6577: 6559: 6546: 6528: 6513: 6480: 6466: 6449: 6437: 6431: 6405: 6398: 6380: 6373: 6352: 6345: 6327: 6307: 6289: 6269: 6262: 6244: 6222: 6197: 6171: 6164: 6146: 6129: 6097: 6071: 6046: 6020: 5990: 5972:Shore, James. 5964: 5939: 5913: 5892: 5866: 5832: 5807: 5795:techwhirl.com/ 5781: 5755: 5740: 5710: 5699:on 7 June 2014 5679: 5667:agile-only.com 5654: 5628: 5602: 5596:978-0201616415 5595: 5571: 5559: 5537: 5504: 5492: 5466: 5430: 5404: 5381: 5358: 5325: 5318: 5292: 5286:978-0201616415 5285: 5261: 5246: 5212: 5200: 5178: 5163: 5119: 5112: 5083: 5076: 5042: 5033: 5010: 4988: 4968: 4952: 4930: 4923: 4902: 4893: 4880: 4871: 4862: 4847: 4821: 4808: 4785: 4763: 4754: 4743: 4732: 4721: 4700: 4675: 4645: 4617: 4591: 4580: 4556: 4535: 4522: 4515: 4494: 4481: 4475:978-0321714084 4474: 4456: 4438: 4409: 4382: 4363:Scott Ambler. 4355: 4337: 4333:documentation. 4298: 4291: 4263: 4256: 4238: 4224: 4202: 4194: 4169: 4162: 4144: 4137: 4119: 4104: 4097: 4073: 4046: 4039: 4021: 4003: 3991: 3976: 3946: 3932: 3905: 3879: 3868:(3): 516–523. 3848: 3821: 3815:978-3319050072 3814: 3796: 3784: 3772: 3760: 3683: 3665: 3654:. Ambysoft Inc 3643: 3617: 3590: 3571: 3562: 3553: 3546: 3528: 3521: 3501: 3488: 3458: 3423: 3404: 3382: 3356: 3332: 3291: 3248: 3205: 3183: 3171: 3142:Rally (2010). 3134: 3127: 3106: 3031: 3019:Agile Alliance 3005: 3003: 3000: 2999: 2998: 2993: 2988: 2983: 2978: 2972: 2967: 2962: 2955: 2952: 2937: 2906:management fad 2893: 2890: 2834: 2831: 2740:Main article: 2737: 2734: 2729: 2726: 2711: 2708: 2695: 2692: 2681:technical debt 2675:Technical debt 2670: 2667: 2647: 2644: 2630: 2627: 2617: 2614: 2608: 2605: 2603:or grooming). 2595: 2592: 2586: 2583: 2570: 2567: 2561: 2558: 2552: 2549: 2527: 2524: 2518: 2515: 2498: 2495: 2491:State of Agile 2482: 2481:Public surveys 2479: 2466: 2463: 2461: 2458: 2452: 2449: 2448: 2447: 2441: 2435: 2432: 2398: 2395: 2368: 2365: 2340:tailored in a 2327: 2316: 2313: 2297: 2289: 2287: 2286:Daily stand-up 2284: 2260: 2252: 2250: 2247: 2236: 2228: 2226: 2223: 2210:software tests 2204: 2196: 2194: 2191: 2155: 2147: 2145: 2142: 2126: 2118: 2116: 2113: 2099:Agile modeling 2097: 2093:Agile modeling 2089: 2087: 2086:Agile modeling 2084: 2065: 2057: 2055: 2052: 2049: 2048: 2046: 2040: 2039: 2034: 2028: 2027: 2025: 2019: 2018: 2013: 2006: 2005: 2002: 1996: 1995: 1993: 1987: 1986: 1977: 1970: 1969: 1966: 1960: 1959: 1954: 1948: 1947: 1941: 1939:Planning poker 1935: 1934: 1929: 1923: 1922: 1920: 1913: 1912: 1909: 1902: 1901: 1896: 1890: 1889: 1887: 1881: 1880: 1875: 1868: 1867: 1864: 1857: 1856: 1847: 1840: 1839: 1836: 1830: 1829: 1824: 1822:Agile modeling 1818: 1817: 1814: 1807: 1806: 1803: 1792: 1789: 1786: 1785: 1783: 1777: 1776: 1767: 1761: 1760: 1755: 1748: 1747: 1742: 1736: 1735: 1730: 1724: 1723: 1720: 1714: 1713: 1708: 1701: 1700: 1691: 1684: 1683: 1680: 1673: 1672: 1667: 1661: 1660: 1655: 1648: 1647: 1638: 1636:Agile modeling 1632: 1631: 1625: 1618: 1617: 1614: 1554: 1551: 1544: 1495: 1492: 1485:rather than a 1427: 1424: 1421: 1420: 1417: 1414: 1410: 1409: 1406: 1403: 1399: 1398: 1392: 1389: 1385: 1384: 1381: 1378: 1374: 1373: 1370: 1367: 1363: 1362: 1360:Formal methods 1357: 1354: 1344:, as follows: 1338:Richard Turner 1275: 1272: 1227: 1224: 1186: 1183: 1174:daily stand-up 1169: 1166: 1149: 1146: 1098: 1095: 1046: 1043: 1027: 1024: 1023: 1022: 1019: 1012: 1009: 1006: 1003: 1000: 997: 994: 991: 988: 985: 977: 974: 967: 954: 953: 950: 947: 944: 929: 928: 927: 920: 919: 912: 911: 904: 903: 886: 883: 881: 878: 870:Agile Glossary 674: 671: 621: 620: 614: 608: 602: 575: 574: 572: 571: 564: 557: 549: 546: 545: 542: 541: 535: 532: 531: 528: 527: 524: 523: 518: 513: 507: 504: 503: 500: 499: 496: 495: 490: 485: 480: 475: 470: 465: 460: 458:IEEE standards 455: 449: 446: 445: 442: 441: 438: 437: 432: 427: 422: 417: 412: 407: 402: 397: 391: 386: 385: 382: 381: 378: 377: 372: 367: 362: 357: 352: 347: 342: 337: 332: 326: 323: 322: 319: 318: 315: 314: 309: 304: 299: 294: 289: 283: 280: 279: 276: 275: 272: 271: 266: 261: 256: 251: 246: 241: 236: 231: 226: 221: 216: 211: 206: 201: 196: 191: 186: 181: 176: 171: 165: 163:and frameworks 159: 158: 155: 154: 151: 150: 145: 140: 135: 130: 125: 120: 114: 111: 110: 107: 106: 103: 102: 97: 92: 87: 82: 77: 72: 67: 62: 57: 51: 48: 47: 44: 43: 37: 36: 26: 24: 14: 13: 10: 9: 6: 4: 3: 2: 7643: 7632: 7629: 7627: 7624: 7622: 7619: 7617: 7614: 7612: 7609: 7608: 7606: 7591: 7583: 7581: 7573: 7572: 7569: 7563: 7560: 7558: 7555: 7553: 7550: 7548: 7545: 7543: 7540: 7538: 7535: 7534: 7532: 7528: 7518: 7515: 7513: 7510: 7508: 7505: 7503: 7500: 7499: 7497: 7493: 7487: 7484: 7482: 7481:Systems model 7479: 7477: 7474: 7472: 7469: 7467: 7464: 7462: 7459: 7457: 7454: 7452: 7449: 7447: 7444: 7442: 7439: 7438: 7436: 7432: 7426: 7423: 7421: 7418: 7416: 7413: 7411: 7408: 7406: 7403: 7401: 7398: 7396: 7393: 7391: 7388: 7386: 7383: 7381: 7378: 7376: 7373: 7371: 7368: 7366: 7363: 7361: 7358: 7356: 7353: 7352: 7350: 7348:Developmental 7346: 7343: 7339: 7333: 7330: 7328: 7325: 7323: 7320: 7318: 7315: 7313: 7310: 7308: 7305: 7304: 7302: 7298: 7292: 7289: 7285: 7282: 7281: 7280: 7277: 7275: 7272: 7270: 7267: 7265: 7262: 7260: 7257: 7255: 7252: 7250: 7247: 7245: 7242: 7240: 7237: 7235: 7232: 7230: 7227: 7225: 7222: 7220: 7217: 7215: 7212: 7210: 7209:Data modeling 7207: 7203: 7200: 7198: 7195: 7193: 7190: 7188: 7185: 7183: 7180: 7179: 7178: 7175: 7173: 7170: 7168: 7165: 7164: 7162: 7158: 7152: 7149: 7147: 7144: 7142: 7139: 7137: 7134: 7132: 7129: 7127: 7124: 7122: 7119: 7117: 7114: 7112: 7109: 7107: 7104: 7102: 7099: 7097: 7094: 7092: 7089: 7087: 7084: 7083: 7081: 7077: 7073: 7066: 7061: 7059: 7054: 7052: 7047: 7046: 7043: 7037: 7034: 7031: 7030:Martin Fowler 7027: 7024: 7021: 7018: 7016: 7013: 7012: 7008: 7001: 6997: 6986: 6982: 6978: 6977: 6972: 6967: 6957: 6951: 6947: 6943: 6939: 6935: 6930: 6926: 6920: 6916: 6915: 6909: 6905: 6899: 6891: 6885: 6881: 6876: 6872: 6866: 6862: 6861: 6855: 6851: 6845: 6841: 6836: 6834: 6828: 6823: 6819: 6813: 6809: 6808: 6802: 6798: 6794: 6789: 6785: 6781: 6777: 6773: 6769: 6765: 6764:IEEE Computer 6760: 6756: 6750: 6746: 6742: 6741: 6736: 6731: 6727: 6721: 6717: 6716: 6710: 6707: 6703: 6701:9780321669544 6697: 6693: 6688: 6684: 6678: 6674: 6670: 6666: 6661: 6656: 6651: 6647: 6643: 6639: 6634: 6630: 6624: 6620: 6615: 6603: 6599: 6594: 6593: 6588: 6580: 6574: 6570: 6563: 6560: 6556: 6550: 6547: 6542: 6535: 6533: 6529: 6524: 6517: 6514: 6508: 6503: 6499: 6495: 6491: 6484: 6481: 6476: 6470: 6467: 6462: 6461: 6453: 6450: 6446: 6441: 6438: 6434: 6428: 6424: 6420: 6416: 6409: 6406: 6401: 6395: 6391: 6384: 6381: 6376: 6370: 6366: 6363: 6356: 6353: 6348: 6342: 6338: 6331: 6328: 6325: 6321: 6317: 6311: 6308: 6304: 6303: 6298: 6293: 6290: 6286: 6282: 6279: 6273: 6270: 6265: 6259: 6255: 6248: 6245: 6232: 6226: 6223: 6211: 6207: 6201: 6198: 6185: 6181: 6175: 6172: 6167: 6161: 6157: 6150: 6147: 6142: 6136: 6134: 6130: 6124: 6119: 6115: 6111: 6107: 6101: 6098: 6086: 6082: 6075: 6072: 6060: 6056: 6050: 6047: 6035: 6031: 6024: 6021: 6008: 6004: 6000: 5994: 5991: 5979: 5975: 5968: 5965: 5953: 5946: 5944: 5940: 5928: 5927:www.infoq.com 5924: 5917: 5914: 5902: 5896: 5893: 5881: 5877: 5870: 5867: 5854: 5850: 5846: 5843:May, Robert. 5839: 5837: 5833: 5821: 5817: 5811: 5808: 5796: 5792: 5785: 5782: 5770: 5766: 5759: 5756: 5751: 5744: 5741: 5728: 5724: 5720: 5714: 5711: 5698: 5694: 5693:blogs.pmi.org 5690: 5683: 5680: 5668: 5664: 5658: 5655: 5643: 5639: 5632: 5629: 5617: 5613: 5606: 5603: 5598: 5592: 5588: 5584: 5583: 5575: 5572: 5568: 5563: 5560: 5547: 5541: 5538: 5534: 5533:satisfaction. 5522: 5518: 5514: 5513:Ambler, Scott 5508: 5505: 5501: 5496: 5493: 5480: 5476: 5470: 5467: 5463: 5447: 5440: 5434: 5431: 5419:on 5 May 2014 5418: 5414: 5408: 5405: 5392: 5385: 5382: 5369: 5362: 5359: 5343: 5336: 5329: 5326: 5321: 5315: 5311: 5307: 5303: 5296: 5293: 5288: 5282: 5278: 5274: 5273: 5265: 5262: 5257: 5253: 5249: 5243: 5239: 5235: 5231: 5227: 5223: 5216: 5213: 5210: 5204: 5201: 5188: 5182: 5179: 5174: 5170: 5166: 5164:9783319699257 5160: 5156: 5152: 5148: 5144: 5139: 5134: 5130: 5123: 5120: 5115: 5109: 5105: 5101: 5097: 5096: 5087: 5084: 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4299: 4294: 4288: 4284: 4280: 4276: 4270: 4268: 4264: 4259: 4253: 4249: 4242: 4239: 4227: 4225:9780131111554 4221: 4217: 4213: 4206: 4203: 4197: 4191: 4187: 4183: 4179: 4173: 4170: 4165: 4159: 4155: 4148: 4145: 4140: 4134: 4130: 4123: 4120: 4115: 4108: 4105: 4100: 4094: 4090: 4086: 4085: 4077: 4074: 4061: 4057: 4050: 4047: 4042: 4036: 4032: 4025: 4022: 4017: 4013: 4007: 4004: 4000: 3995: 3992: 3987: 3983: 3979: 3973: 3969: 3965: 3961: 3957: 3950: 3947: 3942: 3936: 3933: 3920: 3916: 3909: 3906: 3894: 3890: 3883: 3880: 3875: 3871: 3867: 3863: 3859: 3852: 3849: 3844: 3840: 3837:(10): 70–77. 3836: 3832: 3825: 3822: 3817: 3811: 3807: 3800: 3797: 3793: 3788: 3785: 3781: 3776: 3773: 3769: 3764: 3761: 3748: 3744: 3740: 3739:Martin Fowler 3736: 3732: 3728: 3724: 3720: 3716: 3712: 3708: 3704: 3703:Jim Highsmith 3700: 3696: 3690: 3688: 3684: 3679: 3675: 3674:Jim Highsmith 3669: 3666: 3653: 3647: 3644: 3632: 3628: 3621: 3618: 3605: 3601: 3594: 3591: 3586: 3582: 3575: 3572: 3566: 3563: 3557: 3554: 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Macmillan. 3514: 3513: 3505: 3502: 3491: 3485: 3481: 3477: 3473: 3469: 3462: 3459: 3454: 3450: 3446: 3442: 3438: 3434: 3427: 3424: 3419: 3415: 3408: 3405: 3392: 3386: 3383: 3370: 3366: 3360: 3357: 3353: 3349: 3345: 3341: 3336: 3333: 3327: 3322: 3318: 3314: 3310: 3306: 3302: 3295: 3292: 3287: 3283: 3279: 3275: 3271: 3267: 3264:(1): 87–114. 3263: 3259: 3258:MIS Quarterly 3252: 3249: 3244: 3240: 3236: 3232: 3228: 3224: 3220: 3216: 3209: 3206: 3193: 3187: 3184: 3180: 3175: 3172: 3167: 3161: 3145: 3138: 3135: 3130: 3124: 3120: 3113: 3111: 3107: 3094: 3090: 3089:Martin Fowler 3086: 3082: 3078: 3074: 3070: 3066: 3062: 3058: 3054: 3053:Jim Highsmith 3050: 3046: 3040: 3038: 3036: 3032: 3020: 3016: 3010: 3007: 3001: 2997: 2994: 2992: 2989: 2987: 2984: 2982: 2979: 2976: 2973: 2971: 2968: 2966: 2963: 2961: 2958: 2957: 2953: 2951: 2947: 2936: 2931: 2929: 2925: 2921: 2917: 2913: 2911: 2907: 2902: 2900: 2891: 2889: 2887: 2881: 2879: 2875: 2871: 2867: 2863: 2860: 2856: 2851: 2848: 2839: 2832: 2829: 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2133: 2129: 2128:Agile testing 2123: 2122:Agile testing 2115:Agile testing 2114: 2108: 2104: 2100: 2094: 2085: 2080: 2076: 2072: 2068: 2062: 2053: 2047: 2045: 2042: 2041: 2038: 2035: 2033: 2030: 2029: 2026: 2024: 2021: 2020: 2017: 2014: 2011: 2008: 2007: 2003: 2001: 1998: 1997: 1994: 1992: 1989: 1988: 1985: 1981: 1978: 1975: 1972: 1971: 1967: 1965: 1964:Retrospective 1962: 1961: 1958: 1957:Martin Fowler 1955: 1953: 1950: 1949: 1946: 1942: 1940: 1937: 1936: 1933: 1930: 1928: 1925: 1924: 1921: 1918: 1915: 1914: 1910: 1907: 1904: 1903: 1900: 1897: 1895: 1892: 1891: 1888: 1886: 1883: 1882: 1879: 1876: 1873: 1870: 1869: 1865: 1862: 1859: 1858: 1855: 1851: 1848: 1845: 1842: 1841: 1837: 1835: 1834:Agile testing 1832: 1831: 1828: 1825: 1823: 1820: 1819: 1815: 1812: 1809: 1808: 1804: 1801: 1800: 1797: 1790: 1784: 1782: 1779: 1778: 1775: 1771: 1768: 1766: 1763: 1762: 1759: 1756: 1753: 1750: 1749: 1746: 1743: 1741: 1738: 1737: 1734: 1731: 1729: 1726: 1725: 1721: 1719: 1716: 1715: 1712: 1709: 1706: 1703: 1702: 1699: 1695: 1692: 1689: 1686: 1685: 1681: 1678: 1675: 1674: 1671: 1668: 1666: 1663: 1662: 1659: 1656: 1653: 1650: 1649: 1646: 1642: 1639: 1637: 1634: 1633: 1629: 1628:Jim Highsmith 1626: 1623: 1620: 1619: 1615: 1612: 1611: 1608: 1605: 1603: 1599: 1595: 1591: 1587: 1583: 1575: 1571: 1567: 1559: 1552: 1543: 1541: 1534: 1532: 1531:Crystal Clear 1529:wrote of the 1528: 1523: 1517: 1515: 1511: 1507: 1503: 1502: 1501:IEEE Computer 1493: 1491: 1488: 1484: 1479: 1477: 1473: 1469: 1465: 1461: 1457: 1451: 1449: 1448: 1443: 1442: 1441:testing phase 1437: 1433: 1425: 1418: 1415: 1412: 1411: 1407: 1404: 1401: 1400: 1397: 1393: 1390: 1387: 1386: 1382: 1379: 1376: 1375: 1371: 1368: 1365: 1364: 1361: 1358: 1355: 1352: 1351: 1345: 1343: 1339: 1335: 1331: 1327: 1323: 1319: 1318:Risk analysis 1315: 1313: 1308: 1304: 1301: 1297: 1295: 1294: 1289: 1285: 1281: 1273: 1271: 1269: 1265: 1261: 1257: 1253: 1249: 1245: 1244:leap of faith 1241: 1237: 1233: 1225: 1223: 1220: 1216: 1212: 1208: 1204: 1200: 1196: 1192: 1185:Quality focus 1184: 1182: 1179: 1175: 1167: 1165: 1163: 1159: 1155: 1147: 1145: 1143: 1139: 1135: 1131: 1127: 1126:product owner 1123: 1118: 1116: 1112: 1108: 1103: 1096: 1094: 1090: 1088: 1084: 1080: 1076: 1072: 1068: 1064: 1060: 1056: 1052: 1044: 1040: 1036: 1032: 1025: 1020: 1017: 1016:architectures 1013: 1010: 1007: 1004: 1001: 998: 995: 992: 989: 986: 983: 982: 981: 975: 966: 961: 959: 958:Jim Highsmith 951: 948: 945: 942: 941: 940: 938: 934: 933: 922: 921: 914: 913: 906: 905: 898: 897: 896: 895: 894: 890: 884: 879: 877: 875: 871: 868:(renamed the 867: 862: 860: 856: 852: 847: 845: 840: 838: 834: 830: 826: 822: 818: 814: 810: 806: 802: 801:Martin Fowler 798: 794: 790: 786: 782: 781:Jim Highsmith 778: 774: 770: 766: 762: 758: 754: 750: 745: 743: 740:derived from 739: 734: 732: 728: 724: 720: 716: 712: 708: 704: 700: 699: 694: 690: 685: 683: 679: 672: 670: 668: 663: 661: 657: 653: 649: 645: 640: 638: 634: 630: 626: 618: 615: 612: 609: 606: 603: 600: 597: 596: 595: 593: 589: 585: 581: 570: 565: 563: 558: 556: 551: 550: 548: 547: 540: 537: 536: 530: 529: 522: 519: 517: 514: 512: 509: 508: 502: 501: 494: 491: 489: 486: 484: 481: 479: 476: 474: 471: 469: 466: 464: 461: 459: 456: 454: 451: 450: 444: 443: 436: 433: 431: 428: 426: 423: 421: 418: 416: 413: 411: 408: 406: 403: 401: 398: 396: 393: 392: 389: 384: 383: 376: 373: 371: 368: 366: 363: 361: 358: 356: 353: 351: 348: 346: 343: 341: 338: 336: 333: 331: 328: 327: 321: 320: 313: 310: 308: 305: 303: 300: 298: 297:Documentation 295: 293: 290: 288: 285: 284: 278: 277: 270: 267: 265: 262: 260: 257: 255: 252: 250: 247: 245: 242: 240: 237: 235: 232: 230: 227: 225: 222: 220: 217: 215: 212: 210: 207: 205: 202: 200: 197: 195: 192: 190: 187: 185: 182: 180: 177: 175: 172: 170: 167: 166: 162: 161:Methodologies 157: 156: 149: 146: 144: 141: 139: 136: 134: 131: 129: 126: 124: 121: 119: 116: 115: 109: 108: 101: 98: 96: 93: 91: 88: 86: 83: 81: 78: 76: 73: 71: 68: 66: 63: 61: 58: 56: 55:Data modeling 53: 52: 46: 45: 42: 38: 34: 33: 30: 19: 7476:Object model 7471:Metamodeling 7400:Spiral model 7354: 7306: 7300:Orientations 6988:. Retrieved 6974: 6959:, retrieved 6937: 6913: 6879: 6859: 6839: 6810:. Springer. 6806: 6796: 6770:(3): 47–56. 6767: 6763: 6739: 6718:. Springer. 6714: 6705: 6691: 6672: 6648:(1): 25–44. 6645: 6641: 6618: 6606:. Retrieved 6602:the original 6568: 6562: 6549: 6516: 6500:(1): 25–44. 6497: 6493: 6483: 6469: 6459: 6452: 6440: 6414: 6408: 6389: 6383: 6365: 6361: 6355: 6336: 6330: 6315: 6310: 6300: 6292: 6272: 6253: 6247: 6235:. Retrieved 6225: 6213:. Retrieved 6209: 6200: 6188:. Retrieved 6183: 6174: 6158:. Springer. 6155: 6149: 6113: 6109: 6100: 6088:. Retrieved 6084: 6074: 6062:. Retrieved 6058: 6049: 6037:. Retrieved 6033: 6023: 6011:. Retrieved 6007:the original 6002: 5993: 5981:. Retrieved 5977: 5967: 5955:. Retrieved 5930:. Retrieved 5926: 5916: 5904:. Retrieved 5895: 5883:. Retrieved 5879: 5869: 5857:. Retrieved 5853:the original 5848: 5823:. Retrieved 5819: 5810: 5798:. Retrieved 5794: 5784: 5772:. Retrieved 5768: 5758: 5749: 5743: 5731:. Retrieved 5727:the original 5722: 5713: 5701:. Retrieved 5697:the original 5692: 5682: 5670:. Retrieved 5666: 5657: 5645:. Retrieved 5641: 5631: 5619:. Retrieved 5615: 5605: 5581: 5574: 5569:, p. 47 5562: 5550:. Retrieved 5540: 5531: 5524:. Retrieved 5520: 5507: 5495: 5483:. Retrieved 5479:the original 5469: 5460: 5453:. Retrieved 5446:the original 5433: 5421:. Retrieved 5417:the original 5407: 5395:. Retrieved 5393:. Mayberg.se 5384: 5372:. Retrieved 5361: 5349:. Retrieved 5342:the original 5328: 5301: 5295: 5271: 5264: 5221: 5215: 5203: 5191:. Retrieved 5181: 5128: 5122: 5094: 5086: 5051: 5045: 5036: 5024:. Retrieved 5013: 5001:. Retrieved 4991: 4971: 4964:Supersize Me 4943:. Retrieved 4938:Evans, Ian. 4933: 4914: 4905: 4896: 4883: 4874: 4865: 4830: 4824: 4816: 4811: 4794: 4788: 4779: 4775: 4757: 4746: 4735: 4724: 4712:. Retrieved 4703: 4691:. Retrieved 4687: 4678: 4666:. Retrieved 4662: 4636:. Retrieved 4632: 4608:. Retrieved 4604: 4594: 4583: 4571:. Retrieved 4559: 4547:. Retrieved 4538: 4530: 4525: 4506: 4503:Adzic, Gojko 4497: 4489: 4484: 4465: 4459: 4451:the original 4441: 4424: 4403: 4385: 4373:. Retrieved 4369:the original 4358: 4331: 4311: 4307: 4301: 4282: 4247: 4241: 4229:. Retrieved 4215: 4205: 4185: 4172: 4153: 4147: 4128: 4122: 4113: 4107: 4083: 4076: 4066:15 September 4064:. Retrieved 4060:the original 4049: 4030: 4024: 4006: 3994: 3959: 3949: 3935: 3923:. Retrieved 3918: 3908: 3896:. Retrieved 3892: 3882: 3865: 3861: 3851: 3834: 3830: 3824: 3805: 3799: 3787: 3775: 3763: 3751:. Retrieved 3733:; Jon Kern; 3723:Ron Jeffries 3715:Ken Schwaber 3707:Steve Mellor 3668: 3656:. Retrieved 3646: 3634:. Retrieved 3630: 3620: 3608:. Retrieved 3604:the original 3593: 3584: 3574: 3565: 3556: 3537: 3531: 3511: 3504: 3493:, retrieved 3471: 3461: 3436: 3432: 3426: 3417: 3413: 3407: 3395:. Retrieved 3385: 3373:. Retrieved 3369:the original 3359: 3335: 3308: 3304: 3294: 3261: 3257: 3251: 3218: 3214: 3208: 3196:. Retrieved 3186: 3179:Collier 2011 3174: 3148:. Retrieved 3137: 3118: 3097:. Retrieved 3083:; Jon Kern; 3073:Ron Jeffries 3065:Ken Schwaber 3057:Steve Mellor 3022:. Retrieved 3018: 3009: 2948: 2944: 2933: 2919: 2914: 2909: 2903: 2895: 2882: 2852: 2844: 2826: 2823:definition: 2820: 2819:) under the 2816: 2812: 2810: 2790: 2785:deliverables 2774: 2769: 2764: 2745: 2731: 2713: 2697: 2685: 2678: 2659: 2655: 2640: 2635:scrum master 2634: 2632: 2623: 2619: 2610: 2597: 2588: 2579: 2572: 2563: 2554: 2545: 2539: 2534:(similar to 2531: 2529: 2520: 2511:agile smells 2510: 2506: 2500: 2490: 2488: 2484: 2470: 2468: 2454: 2438:Traceability 2407: 2400: 2388: 2385: 2381: 2370: 2363:also exist. 2354: 2345: 2334: 2323: 2318: 2302:(stum) is a 2173: 2069:(ATDD) is a 1980:Ken Schwaber 1974:Scrum events 1850:Ken Schwaber 1827:Scott Ambler 1794: 1770:Ken Schwaber 1758:James Martin 1745:Taiichi Ohno 1728:Lean startup 1711:Jeff De Luca 1670:Scott Ambler 1658:Scott Ambler 1641:Scott Ambler 1630:, Sam Bayer 1606: 1579: 1539: 1536: 1530: 1522:Scott Ambler 1518: 1513: 1509: 1505: 1499: 1497: 1486: 1482: 1480: 1475: 1471: 1467: 1463: 1452: 1446: 1445: 1440: 1439: 1429: 1341: 1329: 1326:value-driven 1325: 1321: 1316: 1306: 1305: 1299: 1298: 1293:rolling wave 1292: 1287: 1283: 1279: 1277: 1229: 1195:unit testing 1193:, automated 1188: 1177: 1171: 1158:sticky notes 1153: 1151: 1125: 1119: 1104: 1100: 1091: 1075:unit testing 1048: 979: 963: 955: 937:Scott Ambler 935: 931: 930: 892: 891: 888: 869: 865: 863: 859:professional 848: 841: 836: 829:Steve Mellor 817:Ron Jeffries 777:Ken Schwaber 746: 735: 730: 703:micromanaged 697: 692: 688: 686: 676: 664: 643: 641: 622: 616: 610: 604: 598: 591: 587: 579: 578: 415:UML Modeling 410:GUI designer 117: 75:Construction 65:Requirements 29: 7167:Abstraction 6608:20 February 6463:. InformIT. 6034:leankit.com 5189:. Sintef.no 4986:, Tampa, FL 4945:21 February 4714:15 November 4693:19 December 4668:19 December 4638:19 December 4610:19 December 4599:Atlassian. 4509:. Manning. 3735:Dave Thomas 3711:Andrew Hunt 3150:9 September 3085:Dave Thomas 3061:Andrew Hunt 2763:. The term 2662:refactoring 2242:source code 2107:documenting 2071:development 1952:Refactoring 1911:Eric Evans 1878:Grady Booch 1447:build phase 1396:Wirth's law 1342:home ground 1334:Barry Boehm 1332:) methods. 1330:plan-driven 1268:experiences 1178:daily scrum 1107:co-location 939:explained: 874:open-source 813:Andrew Hunt 797:Mike Beedle 787:(Crystal), 765:Dave Thomas 693:heavyweight 689:lightweight 660:end user(s) 656:customer(s) 133:Prototyping 128:Incremental 100:Maintenance 80:Engineering 7605:Categories 7486:View model 7451:Data model 6917:. Apress. 6210:VersionOne 6190:23 October 5521:Dr. Dobb's 5319:1595933158 5238:10344/3055 5138:1703.05375 5003:1 February 4688:www.utm.mx 4375:24 January 4231:14 October 3925:23 October 3898:23 October 3780:Rubin 2013 3326:10344/6233 3002:References 2325:fragments. 2275:operations 2166:to-do list 2032:User story 2023:Timeboxing 1613:Framework 1307:Predictive 1284:predictive 1236:properties 1226:Philosophy 1176:(known as 1124:(known as 976:Principles 505:Glossaries 95:Deployment 7495:Languages 6985:0017-8012 6898:cite book 5906:4 January 5621:2 October 5485:13 August 5068:10344/683 4819:, 244-254 4633:Scrum.org 4605:Atlassian 4328:221106984 4314:(12): 4. 4279:R. Turner 4275:Boehm, B. 4182:R. Turner 4178:Boehm, B. 3986:195775457 3695:Kent Beck 3610:4 October 3439:(2): 17. 3420:: 215–18. 3311:: 30–44. 3235:0950-5849 3045:Kent Beck 2892:Criticism 2540:iteration 2410:ISO 26262 2271:marketing 2016:Kent Beck 1945:Mike Cohn 1932:Kent Beck 1816:Ken Pugh 1802:Practice 1733:Eric Ries 1694:Kent Beck 1533:method: 1264:arguments 1240:free will 1051:timeboxes 779:(Scrum), 775:(Scrum), 771:, Ruby), 757:Kent Beck 713:(UP) and 698:waterfall 324:Practices 148:Waterfall 123:Cleanroom 90:Debugging 60:Processes 7590:Category 7456:ER model 7322:Ontology 7234:Software 7160:Concepts 6799:. MITRE. 6543:. InfoQ. 6281:Archived 5193:26 March 4980:Archived 4913:(1999). 4911:Beck, K. 4573:15 April 4549:15 April 4505:(2011). 4396:quoting 4394:. 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