By Alan S. Koch
The "Agile approach" used to be coined in February 2001 to consult software program improvement tools designed to reply to switch in the course of software program tasks and stressing "individuals and interactions over methods and instruments" and patron collaboration. Koch (president of the learning and consulting corporation, ASK approach, Inc.) presents an creation to Agile software program improvement that he hopes will enable managers to weigh its charges and advantages. He explains the philosophical parts of Agile improvement and explains the implementation of six of the main widely known methodologies.
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Additional resources for Agile Software Development: Evaluating The Methods For Your Organization
Learning Each of the Agile methods treats a project as a learning experience. They acknowledge that, at the beginning of the project, neither the customers nor the developers have a complete understanding of what must be built. Therefore, the following occurs: ◗ The methods foster copious communication among stakeholders to accelerate the learning that will take place. ◗ The new learning results in changes to the requirements for the system, the technical constraints on it, and the ways in which it will be used.
The Web site is probably the best source of up-to-date information about the Agile methods. This book is designed to cut through the partisan positions of the various factions in the Agile method debate. It presents a balanced view of the Agile methods to give you the information you need to make an adoption decision based on an analysis of facts and consideration of your organization’s needs. The Agile methods, generally The suspicion that led to that February 2001 meeting where the Agile Manifesto was developed was confirmed.
There are three main parts of your relationships with your customers that will be affected by adoption of an Agile method; the nature of the contractual terms, how requirements are established and maintained, and the type and intensity of interactions your customers have with your development teams. Each item will be discussed in this chapter. Contracts and statements of work While the Agile methods acknowledge that contracts and other forms of agreement must exist, they do not explicitly identify what those agreements should or should not contain.