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Moving With Agility


By David Rubinstein
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November 15, 2006 —  (Page 1 of 2)
Most development organizations are familiar with services architectures, composite applications with swappable components, and continuous tests and builds.

These are different ways of saying essentially the same thing. Applications need to be flexible so that businesses can react quickly to changes in their markets, whether seizing new opportunities or minimizing the effects of downturns.

Development organizations have begun to move away from monolithic applications that take months or even years to create, and then months more to implement new features or correct problems. So, too, have they begun to move away from the development processes and practices used to create those monoliths. They are becoming, in a word, agile.

A recent survey put together by Version One—a company that sells software that helps manage agile development projects—found that the respondent organizations have been practicing agile development at some level for 1.9 years.

The survey was completed by 722 respondents representing software organizations large and small; 79 percent said they work in organizations with 100 or more developers, and 84 percent said agile has been adopted at some level within their organization.

The survey found that the “initial champion of agile development” in these organizations was the VP/director of development—a change from the days when agile came into organizations through developers.

To go with this change, the survey also found that Scrum is now the most closely followed agile methodology. Scrum, explained Robert Holler, CEO of Version One, is focused more on management and less on specific disciplines. “There’s a direct correlation between who’s leading the charge for agile within these organizations and the methodology they’ve chosen.”

This marks quite a change from the days when the terms “agile development” and “eXtreme Programming” were thought to be interchangeable. XP called for programming in pairs, minimal up-front design and analysis, and realizing that change is a constant.

In a larger environment, though, there are concerns about too little planning, a lack of documentation and a loss of management control. In fact, 20 percent of the survey’s respondents said “lack of up-front planning” was their organization’s greatest concern regarding agile adoption.




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