These approaches to software development are the earliest methods in the history of Agile that ultimately led to what we know today.As a result, we also tend to conceptualize Agile as an approach that helps development teams across various industries deliver new features faster.Amplify and Expand Agile Team Success If youre scaling Agile across multiple teams and initiatives, youll need to ensure synchronization.
Agile Software Development Martin Torrent Download This EBookDownload this eBook and get seven recommendations to promote cross-team coordination and scale Agile delivery.
Agile Software Development Martin Torrent Software Development AreAgile Software Development Martin Torrent Free Trial AndRead the whitepaper: Amplify and Expand Agile Team Success LeanKit Free Trial: LeanKit Online Kanban Software Sign up for a 30-day free trial and you and your team can start building online Kanban boards today. Experience for yourself how LeanKit supports continuous delivery initiatives, eliminates waste and improves your teams delivery processes and speed. Start your Free Trial: LeanKit Free Trial Solving a Major Problem: Inside the Early History of Agile Over the past few years, development teams have focused on speeding up the time to market for new products and features to solve needs in real-time. For the most part, development teams have delivered on this goal in very impressive ways. Imagine if you had to wait years for a solution to the key problems your business faces. And we can trace the earliest roots in the history of Agile to this problem. Before Agile came about, development teams (particularly those in the software, manufacturing, aerospace and defense industries) would identify problems and plan a solution. They would then work to develop that solution and bring it to market in its entirety. Specifically, most teams used the Waterfall approach, a development methodology that follows a set path in which teams: Set project requirements and the scope of work Design a product based on those pre-determined requirements Build the product Test the product Fix any problems discovered during testing Launch a finished product This approach may sound fine, but Waterfall required teams to stick to the requirements and scope of work set out at the very beginning of the project and not make any changes or additions along the way. And following that fixed plan could prove troublesome, since Waterfall prioritized bringing a complete product to market meaning it could take years before teams finished the project at hand. During those years, the nature of the problem would often change (but the project requirements would not), rendering the planned solution out of date by the time it finally got to market. On the customer side, this delay meant that critical problems would go unsolved for years at a time. And even when a solution became available, the problem it was intended to solve had likely changed in nature. On the developer side, this struggle meant bringing new products to market that no longer had a strong market fit. In many cases, it also led to a development graveyard of unfinished products, as teams simply abandoned the work along the way rather than deliver an outdated product. A Change is Underway: The History of Agile Takes Shape Frustrated by the status quo, several software development teams began to change their approach to planning and delivering new products throughout the 1990s. During this time, we saw the introduction of development methods like Scrum, Rapid Application Development, Extreme Programming, DSDM, Feature-Driven Development and Pragmatic Programming. While these methods vary, the common thread among all of them is a lighter-weight model that allows for more flexibility and less overhead planning.
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