Agile Methology Seminar Report

1
DEPT OF CSE
AGILE METHODOLOGY
A SEMINAR REPORT
SUBMITTED BY
MOHIT KUMAR
(1313310092)
IN THE PARTIAL FULFILLMENT FOR THE AWARD OF
BACHEOLOR OF TECHNOLOGY
in
BRANCH OF STUDY
COMPUTER SCIENCE& ENGINEERING
AT
NOIDA INSTITUTE OF ENGINEERING & TECHNOLOGY
DEPARTMENT OF CSE
2015-16

2
DEPT OF CSE
CERTIFICATE
This is to certify that the seminar report entitled “AGILE METHODOLOGY” is a bonafide work
carried out by MOHIT KUMAR (1313310092), in the partial fulfillment for the award of degree
Bachelor of Technology in Computer Science of the “Noida institute of engineering &
technology”, Greater Noida, during the academic year 2015-16. It is certify that all the
correction/suggestions indicated have been incorporated in the report deposited in the department
library. The seminar report has been approved as it satisfies the academic requirements for the
award of the degree.
Mr. Maneesh Kumar Ms. Deepti Gupta
Assistant Prof. Assistant Prof.
Dept of CSE Dept of CSE

3
DEPT OF CSE
ACKNOWLEDGEMENT
I would like to express my profound grateful to Dr. O.P AGGARWAL, Managing Director, NIET
for providing an opportunity to complete my academics and present this technical seminar.
I like to take immense pleasure in thanking Dr. AJAY KUMAR, (Director of NIET), for giving
me best facilities which helped me in satisfactory completion of technical seminar.
I extend my immense pleasure in thanking Dr. C.S.YADAV , (Head of Department Computer
Science Engineering), for providing me invaluable guidance for the technical seminar.
I am highly indebted to Mr. Maneesh Kumar and Ms. Deepti Gupta, Technical Seminar
Coordinators who have been source of inspiration to me and have extended their fullest support
the Seminar duration.
Lastly, I take the opportunity to extend my full hearted thanks, gratitude and respect to my parents,
lecturers, librarian and all my friends, for giving me valuable advices and support at all times in
all possible ways.
Regards
MOHIT KUMAR
1313310092

4
DEPT OF CSE
ABSTRACT
Today‘s business environment is very much dynamic, and organizations are constantly changing
their software requirements to adjust with new environment. They also demand for fast delivery
of software products as well as for accepting changing requirements. In this aspect, traditional
plan-driven developments fail to meet up these requirements. Though traditional software
development methodologies, such as life cycle-based structured and object oriented approaches,
continue to dominate the systems development few decades and much research has done in
traditional methodologies, Agile software development brings its own set of novel challenges that
must be addressed to satisfy the customer through early and continuous delivery of the valuable
software.
It‘s a set of software development methods based on iterative and incremental development
process, where requirements and development evolve through collaboration between self-
organizing, cross-functional teams that allows rapid delivery of high quality software to meet
customer needs and also accommodate changes in the requirements. In this paper, we significantly
indentify and describe the major factors, that Agile development approach improves software
development process to meet the rapid changing business environments. We also provide a brief
comparison of agile development methodologies with traditional systems development
methodologies, and discuss current state of adopting agile methodologies. We speculate that from
the need to satisfy the customer through early and continuous delivery of the valuable software,
Agile software development is emerged as an alternative to traditional plan-based software
development methods. The purpose of this paper, is to provide an in-depth understanding, the
major benefits of agile development approach to software development industry, as well as provide
a comparison study report of ASDM over TSDM.

5
DEPT OF CSE
TABLE OF CONTENTS
CHAPTER TITLE PAGE NO.
Acknowledgement iii
Abstract iv
Chapter 1 Introduction 1
Chapter 1.1 Researchreview 1-2
Chapter 2 Agile methods 3-4
Chapter 3 Agile vs traditional SDMs 5
Chapter 4 7
Chapter 4.1 Agile benefits 7
Chapter 4.2 Evolutionary approach 7
Chapter 4.3 Lightweight methods 8
Chapter 4.4 Rapid delivery of software products 8
Chapter 4.5 Highly tolerant of change Requirement 9-10
Chapter 4.6 Accept prioritizing requirements 11
Chapter 4.7 Active customer involvement 11-12
Chapter 4.8 Reduce costand time 12
Chapter 4.9 Short Design 13-14
Chapter 4.10 Self organizedteam 14-15
Chapter 5 Documentation 16
Chapter 5.1 Designsimplicity 16
Chapter 5.2 Improve software quality 17
Chapter 5.3 Business value and cost 18
Chapter 5.4 Successpossibilityincreased 18-20
Chapter 6 Agile Adoption 21-23
Chapter 7 Conclusion 24
References 25-26

6
DEPT OF CSE
CHAPTER 1
INTRODUCTION
A lot of people have been asking the question "What is Agile Software Development?" and
invariably they get a different definition depending on who they ask. Here's a definition that
conforms to the values and principles of the Agile Manifesto.
An iterative and incremental (evolutionary) approach to software development which is performed
in a highly collaborative manner by self-organizing teams within an effective governance
framework with "just enough" ceremony that produces high quality solutions in a cost effective
and timely manner which meets the changing needs of its stakeholders [6].Agile software
development is actually a group of software development methods based on iterative and
incremental development, where requirements and solutions evolve through collaboration between
self-organizing, cross-functional teams [4]. In 2001, the agile manifesto‖ was written by the
practitioners reveals which items are considered valuable by ASDMs [1]. As shown in Table 1.
More Valuable Items Less Valuable Items
Individuals and Interactions Processes and tools
OverWorking software Comprehensive Documentation
Customer collaboration Contract negotiation
Responding to change Following a plan
Table 1: Agile Manifesto (source: [1])

7
DEPT OF CSE
1.1 RESEARCHREVIEW
Agile software development (ASD) is major paradigm, in field of software engineering which has
been widely adopted by the industry, and much research, publications have conducted on agile
development methodologies over the past decade. The traditional way to develop software
methodologies follow the generic engineering paradigm of requirements, design, build, and
maintain. These methodologies are also called waterfall–based taking from the classical software
development paradigm. They are also known by many other names like plan–driven, (Boehm and
Turner, 2004), documentation driven, heavyweight methodologies, and big design upfront,
(Boehm, 2002), [16]. Boehm and Phillip report that during their project development experience,
requirements often changed by 25% or more. Due to constant changes in the technology and
business environments, it is a challenge for TSDMs to create a complete set of requirements up
front . Williams and Cockburn, [18] also mentioned that one of problems of TSDMs is the inability
to respond to change that often determines the success or failure of a software product.
The agile approach to software development is based on the understanding that software
requirements are dynamic, where they are driven by market forces .2002; Cockburn & Highsmith,
2001); [16]. Agile systems development methods emerged as a response to the inability of previous
plan-driven approaches to handle rapidly changing environments (Highsmith 2002). Williams and
Cockburn [18] state that agile development is about feedback and change‖, that agile
methodologies are developed to embrace, rather than reject, higher rates of change‖.
Agility is the ability to sense and response to business prospects in order to stay inventive and
aggressive in an unstable and rapidly shifting business environment (Highsmith, 2002). The agile
approach to development is about agility of the development process, development teams and their
environment (Boehm & Turner, 2004). This approach incorporates shared ideals of various
stakeholders, and a philosophy of regular providing the customers with product features in short
time-frames (Southwell, 2002). This frequent and regular feature delivery is achieved by team
based approach (Coram & Bohner, 2005).
Agile teams consist of multi-skilled individuals (Fowler, 2002), [16]. The development teams also
have on-site customers with substantial domain knowledge to help them better understand the
requirements (Abrahams son, Solo, Ronkainen, & Warsta, 2002). Multiple short development
cycles also enable teams to accommodate request for change and provide the opportunity to
discover emerging requirements (Highsmith, 2002 ). The agile approach promotes micro-project
plans to help determine more accurate scheduling delivery commitments (Smits, 2006).
M Lindvall, V Basili, B Boehm, P Costa, (2002), [17] summarize the working definition of agile
methodologies as a group of software development processes that must be iterative (take several
cycles to complete), incremental (not deliver the entire product at once), self-organizing (teams
determine the best way to handle work), and emergent (processes, principles, and work structures
are recognized during the project rather than predetermined). In the paper by (Abrahamsson,
Warsta, Siponen & Ronkainen, 2003), in general, characterized agile software development by the
following attributes: incremental, cooperative, straightforward, and adaptive. Boehm, B., &
Turner, R. (2005), generalize agile methods are lightweight processes that employ short iterative

8
DEPT OF CSE
cycles, actively involve users to establish, prioritize, and verify requirements, and rely on a team
‘s tacit knowledge as opposed to documentation.

9
DEPT OF CSE
CHAPTER 2
Agile Methods
For over a decade now, there has been an ever increasing variety of agile methods available
includes a number of specific techniques and practices of software development. Agile methods
are a subset of iterative and evolutionary methods and are based on iterative enhancement and
opportunistic development processes. Most of agile development methods promote development,
teamwork, collaboration, and process adaptability throughout the life-cycle of the project [4]. The
major methods include extreme Programming (Beck, 1999), Scrum (K. Schwaber & Beedle,
2002), Dynamic Systems Development Method (Stapleton, 1997), Adaptive Software
Development (Highsmith, 2000), Crystal (Cockburn, 2002), and Feature-Driven Development
(Palmer & Felsing, 2002).Figure 1 shows an agile software development methodology process
flow (Scrum).
Figure 1: An example of agile software development methodology
The Agile Manifesto articulates the common principles and beliefs underlying these methods
(Cockburn, 2002), [16]. Among the first and perhaps best known agile methods are Scrum and XP
(Salo, & Abrahamsson, 2008). See Figure 2 shows the current rate of Agile methodologies used.
Scrum is aimed at providing an agile approach for managing software projects while increasing
the probability of successful development of software, whereas XP focuses more on the project
level activities of implementing software. Both approaches, however, embody the central
principles of agile software development.

10
DEPT OF CSE
Figure 2: State of Agile Survey Results 2011 (Source:http://www.versionone.com[10] )
Agile software development processes -- such as the Rational Unified Process (RUP), Extreme
Programming (XP), Agile Unified Process (AUP), Scrum, Open Unified Process (OpenUP), and
even Team Software Process (TSP) -- are all iterative and incremental (evolutionary) in nature.
Some these modern approaches, in particular XP and Scrum, are agile in nature. The agile methods
are focused on different aspects of the software development life cycle. Some focus on the
practices (extreme programming, pragmatic programming, agile modeling), while others focus on
managing the software projects (the scrum approach) [12].

11
DEPT OF CSE
CHAPTER 3
ComparisonAgile software development methodologies overtraditional
SDMs
There are many different characteristics between ASDMs and TSDMs. Boehm [16], for example,
reports nine agile and heavyweight discriminators. He believes the primary objective of ASDMs
is on rapid value whereas the primary objective of TSDMs is on high assurance. Study performed
S. Nerur, R. Mahapatra, G. Mangalaraj state a comparison of traditional and agile development,
they report seven issues to differentiate traditional and agile development. Their fundamental
assumption of traditional development system are fully specifiable, predictable, and are built
through meticulous and extensive planning, whereas agile development high-quality adaptive
software is developed by small teams using the principles of continuous design improvement and
testing based on rapid feedback and change.
T. Dyba, & T. Dingsoyr, summarize the differences between Agile development and traditional
development basis on the of an unpredictable world, as well as emphasizing the value competent
people and their relationships bring to software development. Agile methods address the challenge
of an unpredictable world, emphasizing the value competent people and their relationships bring
to software development. Different researchers compare traditional and agile approaches, in their
different perspectives, are summarized in Table 2 (All sources from additional information)
Issues Traditional Approach Agile Approach
Development life cycle
(Charvat, 2003); (Nerur,
Mahapatra, &
Mangalaraj,2005),[22]
Linear; Life-cycle model
(waterfall, spiral or some
variation)
Iterative; The evolutionary-
delivery model
Style of development
(Leffingwell, 2007)
Anticipatory Adaptive
Requirements
(Boehm,2002); (Boehm and
Turner, 2004), [16].
Knowable early, largely
stable; Clearly defined
and documented
Emergent, rapid change,
unknown – Discovered
during the project
Architecture
(Boehm, 2002);
(Wysocki,2009, 2011)
, [16].
Heavyweight architecture
for current and future
Requirements
YAGNI precept (You
aren‘t going to need it)

12
DEPT OF CSE
Management
(Boehm, & Turner, 2005),
(Vinekar,Slinkman,&
Nerur,2006),
Process-centric;
Command and control
People-centric; Leadership
and collaboration
Documentation
(Boehm and Turner, 2005)
Heavy / detailed
Explicit knowledge
Light (replaced by face to
face communication)
Tacit knowledge
Goal
(Dybå & Dingsøyr, 2009)
Predictability and
Optimization
Exploration or adaptation
Change
(Boehm and Turner, 2003),
[19]
Tend to be change averse Embrace change
Team members
(Boehm, 2002) , (Sherehiy,
Karwowski, & Layer, 2007),
[16]
Distributed teams of
specialists; Plan-oriented,
adequate skills access to
external knowledge
Agile, knowledgeable,
collocated and
collaborative;
Co-location of generalist
senior technical staff;
Team organization
(Leffingwell, 2007),
Pre-structured teams Self-organizing teams
Client Involvement
(Highsmith & Cockburn,
2001).
Low involvement;
Passive
Client onsite and considered
as a team member;
Active/proactive
Organization culture
(Highsmith, 2002) ,
(Nerur,Mahapatra,Mangalaraj,
2005).
Command and Control
Culture
Leadership and
Collaboration Culture
Software development
process
(Salo,& Abrahamsson, 2007)
Universal approach and
solution to provide
predictability and high
Assurance
Flexible approach adapted
with collective
understanding of contextual
needs to provide faster
development
Measure of success
(Highsmith, 2010), [1]
Conformance to plan Business value delivered
Table 2: Traditional and agile perspectives on software development (Sources: from literature
review).

13
DEPT OF CSE
CHAPTER 4
4.1 MajorAgile benefits in comparisonto the traditional approach
In this section, we presenting list and explain some of agile benefits in comparison to the traditional
approach which significantly improves software development in many ways. We try to provide an
in-depth understanding (in some cases with figures), of these merit issues
4.2 Evolutionary approach
Agile software development is a highly collaborative and evolutionary approach. Agile methods
become more popular in the software development industry. In their different research papers,
(Boehm, & Turner, 2005; Larman, & Basili, 2003; Greer, & Ruhe, 2004; Dybå, & Dingsøyr, 2008;
Paetsch, Eberlein, 2003; Abrahamsson, Warsta, 2003; Dagnino, 2002), they believe, Agile
methods are iterative, evolutionary, and incremental -delivery model of software development.
Entire application is distributed in incremental units called as iteration. Development time of each
iteration is small (couple of weeks), fixed and strictly adhered to. Each iteration is a mini increment
of the functionality and is build on top of previous iteration. Agile software development of short
iterative cycles offers an opportunity for rapid, visible and motivating software process
improvement [75]. Traditional approaches to the data-oriented aspects of software development;
however, tend to be serial, not evolutionary and certainly not agile, in nature.
Figure 3: Iterative and incremental agile development process
(source:agiledevelopmenttools.com).

14
DEPT OF CSE
4.3 Lightweight Methods
Boehm, B., & Turner, R. (2005), generalize agile methods are lightweight processes that employ
short iterative cycles, actively involve users to establish, prioritize, and verify requirements, and
rely on a team‘s tacit knowledge as opposed to documentation. G Perera, & MSD Fernando (2007),
also describe Agile practice is a customer oriented, light-weight software development paradigm,
best suited for small size development teams in projects under vague and changing requirements.
A number of agile software development methods such as extreme programming (XP), feature-
driven development, crystal clear method, scrum, dynamic systems development, and adaptive
software development, fall into this category. Traditional Software Development Methods
(TSDMs) including waterfall and spiral models are often called heavyweight development
methods. These methods involves extensive planning, predefine process phases, heavy
documentation and long term design process. Lightweight methodologies put extreme emphasis
on delivering working code or product while downplayning the importance of formal process and
comprehensive documentation.
4.4 Rapid delivery of software products
Agile development methodologies emphasize rapid delivery of software products to the clients.
According to (Boehm & Turner, 2005), Fast cycles, frequent delivery: Scheduling many releases
with short time spans between them forces implementation of only the highest priority functions,
delivers value to the customer quickly, and speeds requirements emergence. ASD methods are
iterative and incremental development [4], and each successful completion of development
iteration, it delivers software product increment to client, thus Agile software development is
satisfying the customer through early and continuous delivery of the valuable software.
Traditional, lifecycle based software development delivers the software only after entire
completion of development process and before that clients have no clear idea and view of software
to be developed.
Figure 4: Iterative process and incremental delivery software products (source: [4]).

15
DEPT OF CSE
4.5 Highly tolerant of change requirements
The main difference between heavyweight and agile methodologies is the acceptance of change.
It is the ability to respond to change that often determines the success or failure of a software
project [18]. Heavyweight methods freeze product functionality and disallow change. Agile
systems development methods emerged as a response to the inability of previous plan-driven
approaches to handle rapidly changing environments (Highsmith, 2002). As second principle of
Agile Manifesto [1] welcome changing requirements, even late in development, all agile method(s)
is well organized, accommodate to change requirements. According to B. Boehm, (2002),
organizations are complex adaptive systems in which requirements are emergent rather than pre-
specifiable and agile approaches are most applicable to turbulent, high- change environments [16].
Agile software development promotes adaptive planning, evolutionary development and delivery,
and encourages rapid and flexible response to change [4]. See Figure 5.
Figure 5: Agile vs. traditional requirements change management (Source:www.versionone.com)
Agile development inherently welcomes requirement changes as well as inclusion or exclusion of
features throughout the development lifecycle. It is possible to accept requirement changes while
in development phases because of iterative developments involve with agile development
approach. As a result of this iterative planning and feedback loop, teams are able to continuously
align the delivered software with desired business needs, easily adapting to changing requirements
throughout the process. See Figure 6.

16
DEPT OF CSE
Figure 6: Agile vs. traditional requirements change management.
In contrast, agile development framework allows both customers and developers to change the
requirements throughout the project, but only the customers have the authority to approve,
disapprove and prioritize the ever‐changing requirements (Koch, 2005). In traditional SDMs it
increases complexity for accepting changing requirements while developing, and also increases
development and delivery time, as well as cost to deliver software product
Figure 7: Cost of change for agile and conventional development process.

17
DEPT OF CSE
4.6 Accept prioritizing requirements
In agile software development, requirements always provided by client and these requirement
features are prioritized by client itself. Agile methods break development tasks into small
increments with minimal planning and do not directly involve long-term planning. Iterations are
short time phases that typically last from one to four weeks. Thus, top prioritized features can be
delivered each of development iteration. Agile requirements prioritization techniques to support
and deal with frequent changes in priority lists which have been identified as success issue to
accommodate over changes. In traditional development, software product with all features will be
delivered at a time only after completion of software project.
Figure 8: Agile approach prioritized requirements (Source: www.agilemodeling.com [6]).
4.7 Active customer involvement & feedback
Customers are actively involved, and get higher priority in agile approaches rather than any
traditional approaches. There is face to face communication and continuous feedback from
customer (product owner) always happen in agile approach.

18
DEPT OF CSE
Figure 9: Active customer involvement in agile approach.
Customers appreciate active participation in projects as it allows them to control the project and
development process is more visible to them, as well as, they are kept up to date. This customer
involvement mitigates one of the most consistent problems on software projects: ―What they will
accept at the end of the project differs from what they told us at the beginning. This interaction
helps the customer to form a better vision of the emerging product. Along with the ability to
visualize the functionality that is coming based on having seen what was built so far, the customers
develop a better understanding of their own needs and the vocabulary to express it to the developers
[9]. Agile projects require a meaningful client involvement in every part of the project to provide
constant feedback in an open and honest way (Wysocki, 2009). This feedback is a key element of
agile methodologies, which is why the customer must be committed, knowledgeable,
collaborative, representative, and empowered to avoid risk of failure (Boehm, 2002), [16]. People
are the primary drivers of agile projects and agile teams work best when people are physically
close and document preparation and dissemination are largely replaced by face-to-face
communication and collaboration (Cockburn & Highsmith, 2001), [21].
4.8 Reduce cost and time
The study reports conducted by B. Bahli and ESA Zeid that the development team found using the
waterfall model to be an unpleasant experience, while XP (an agile method) was found to be
beneficial and a good move from management‖. The XP project was delivered a bit less late (50%
time-overrun, versus 60% for the traditional), and at a significantly reduced cost overrun (25%,
compared 50% cost overrun for the traditional project). Agile development involves less cost of
development as rework, management, documentation and other non-development work related
cost is reduced

19
DEPT OF CSE
Figure 10: Cost for agile development process and conventional development.
(Source:http://www.thoughtworks.com).
4.9 Short design phase involves early feedback from clients
In traditional, lifecycle based developments usually follow Big Design Up Front and Big
Requirements Up Front development techniques. With these approaches, comprehensive
requirements document and design document are developed early in the project lifecycle which is
used to guide the design and implementation efforts. It is typically months, if not years, before
stakeholders are shown working software which implements their requirements and design. In
terms of the traditional project phases (requirements, analysis, architecture, design) these take sixty
percentage development time of project and still then there is no working software is ready for the
client feedback.

20
DEPT OF CSE
Figure 11: design phase composition between waterfall and agile development.
According to (Boehm & Turner, 2005), agile approach design is simple which involves Designing
for the battle, not the war. The motto is YAGNI (You Aren‘t Going to Need It). The antimotto is
BDUF (Big Design Up Front). Strip designs down to cover just what you‘re developing. Since
change is inevitable, planning for future functions is a waste of effort. Customer gets to know
regular and frequent status of the application and delivery is defined by fixed timescale. So,
customer is assured of receiving some functionality by a fixed time period. Due to the short
development life cycle through an iterative and incremental process, the agile methods have been
used widely in business sectors where requirements are relatively unstable.
4.10 Selforganized team
Agile teams are self-organizing and roles and relationships evolve as necessary to meet objectives
(Leffingwell, 2007). Team composition in an agile project is usually cross-functional and self-
organizing, without consideration for any existing corporate hierarchy or the corporate roles of
team members [4]. Agile product development practices introduce changes in team culture in an
attempt to bringing reciprocal effects of royalty and commitment to the team and projects
(Sherehiy, Karwowski, & Layer, 2007). Team members normally take responsibility for tasks that
deliver the functionality an iteration requires. They decide individually how to meet an iteration's
requirements. Teams develop applications collaboratively and in cooperative environment. Agile
alliance [5], claims that for a given problem size, ―fewer people are needed if a lighter

21
DEPT OF CSE
methodology is used, and more people are needed if a heavier methodology is used, and asserts
that, ―There is a limit to the size of problem that can be solved with a given number of people.
Figure 12: problem size; number of people needed (Source: Cockburn, 2007)

22
DEPT OF CSE
CHAPTER 5
Documentation
Agile development improvement in productivity, reduction development cost and reduction in
time-to-market (Reifer, 2002). Agile approaches, emphasis more is on developing the application
only, and not on documentation. According to Wysocki, non-value-added work involves the
consumption of resources (usually people and time) on activities that do not add business value to
the final product or process. Simple and minimal documents are used to exchange the views.
Reducing intermediate artifacts that do not add value to the final deliverable means more resources
can be devoted to the development of the product itself and it can be completed sooner.
Figure 13: Agile vs. Traditional development documentation through the SDLC. (Source:
www.agilemodeling.com [6]).
5.1 Designsimplicity
According to (Boehm & Turner, 2005), agile approach design is simple which involves Designing
for the battle, not the war. The motto is YAGNI (You Aren‘t Going to Need It). The anti-motto is
BDUF (Big Design Up Front). Strip designs down to cover just what you‘re developing. Since
change is inevitable, planning for future functions is a waste of effort. In their research paper, ( K
Molokken, & Ostvold, 2005 ), define agile method(s) as a flexible software development model(s),
basis on evolutionary and incremental models; and also claim that, among the benefits of using
these models are reduced software project overruns.

23
DEPT OF CSE
5.2 Improves software quality
Boehm, B., & Turner, R. (2004, May), Agile development methodologies (such as XP, Scrum, and
ASD) promise higher customer satisfaction, lower defect rates, faster development times and a
solution to rapidly changing requirements. Plan-driven approaches such as Cleanroom, the
Personal Software Process, or methods based on the Capability Maturity Model promise
predictability, stability, and high assurance.
The regular and continuous interaction between the customer and the developers have as their
primary objective assuring that the product as built does what the customer needs for it to do and
assures the usability of the product as well. The strong technical focus results in much better testing
on an Agile project than in most other methods [9]. According to Charvat, (2003), agile practices:
iterative and adaptive life cycles have the advantage of a continual testing throughout the project,
which has a positive impact on quality. See Figure 2.
Figure 14: Comparison of Feedback cycles with traditional approaches.
(Source:http://www.ambysoft.com)
Agile developers take responsibility for the quality of the code they write. In addition to producing
cleaner code, it means that if there are testing specialists on the project, they will start their testing
with better software, which always results in more effective testing and a better resulting product.
In addition to, developers value the technical focus on testing and refactoring of agile methods
increasing their motivation. There is also a perception of increased quality in software products
and higher productivity when using some agile teams use practices like coding standards, peer
reviews, and pair programming to assure that the code they produce is technically solid.

24
DEPT OF CSE
5.3 Increase Business value, visibility, adaptability and reduce cost
Agile software development accelerates the delivery of initial business value, and through a
process of continuous planning and feedback, ensures that value continues to be maximized
throughout the development process. ASD provides customer satisfaction through collaboration
and frequent delivery of implemented features. By delivering working, tested, deployable software
on an incremental basis, agile development delivers increased value, visibility and adaptability
much earlier in the life cycle, significantly reducing project risk.
Figure 16: Agile development value proposition (Source: [10]).
5.4 Successpossibilityincreased
According to various studies, almost 70% of all software projects fail. Materially fail to meet their
objectives, in terms of cost, time, features, or all of the above. Traditional methods of managing
software delivery have failed to deliver the predictability they promise. Agile practices benefit in
terms of increased project success rate and user acceptance, better risk management, delivery of
quality content on time and most important adjust to changing requirements. See Figure 17.

25
DEPT OF CSE
Figure 17: Agile development degree of success.
In a study by Boehm and Papaccio discovered that a typical project experiences a 25% change in
requirements, while yet another [Johnson] showed that 45% of features were never used. Agile
approach aims to reduce waste and over-production by determining which parts are actually
needed by the customer at each stage. In Agile approaches, delivering software on an incremental
basis, customers give continuous feedback and agile team will always deliver products on time
and on budget. As traditional project management isn‘t succeeding, more and more companies are
turning to Agile development.
According to the Standish Group's, [11] famous CHAOS Report of 2000, 25% of all projects fail
outright through eventual cancellation, with no useful software deployed. Sadly, this represents a
big improvement over CHAOS reports from past years. Recently, they conduct a survey for Agile
implementation success rate, see figure 19.
Figure 19: Agile implementation success rate by The Standish group,
(Source:http://blog.standishgroup.com)

26
DEPT OF CSE
Survey result shows: most of the clients are asking for Agile implementation due to unprecedented
benefits of Agile, over the other methodology, such as time to market, quality, defect rate, customer
satisfaction, continuous end user feedback. This requires vendors to quickly turnaround and
respond, to market demands, which eventually forces the organization to revaluate the present
onshore-offshore model.
Figure 20: Agile projects success rate by Scott Ambler, (Source: www.ambysoft.com/surveys/)

27
DEPT OF CSE
CHAPTER 6
Agile Adoption
Agile methods are highly being adopted because of expectations that these methods can bring
development success (Esfahani, Yu, & Annosi, 2010). One of the main reasons for success with
agile methods is that they are highly adaptive (Boehm & Turner, 2003). Figure 1 reveals the current
levels of agile adoption. In this case, 71% of respondents indicated that they work in organizations
that have succeeded at agile and an additional 15% work in organizations that have tried agile but
have not yet succeed at it.
Figure 21: Agile adoption rates. (Source: http://www.ambysoft.com/surveys)
Salo, O., & Abrahamsson, P. (2008), argue that scientific publications and anecdotal evidence
demonstrate that organizations worldwide are adopting agile software development methods at
increasing speed. In the study report, conducted by Forrester Research in 2011, agile development
approaches adoption increases 35.4% to 38.6% whether as, traditional as well as, iterative
approaches decreases.
According to (West & Grant, 2010), in the past few years, Agile processes have not only gained
increasing adoption levels; they have also rapidly joined the mainstream of development
approaches. Mary large companies including HP, IBM, Oracle, and Microsoft use Agile
methodologies and more and more smaller organisations turn Agile each year. In their study (West
& Grant, 2010), conducted by Forrester Research in 2009, agile software development processes
were in use in 35% of organizations, and another 16% of organizations used an iterative
development approach, while only 13% of organization use a Waterfall approach. However, nearly
31% did not use a formal development methodology.

28
DEPT OF CSE
Figure 23: Agile adoption rates by Forrester Research in 2009 (Source: [28])
The main reasons behind for adopting Agile approaches rather than plan-driven approaches relate
to: rapid changes; need for rapid results; emergent requirements (Boehm & Turner, 2003).
According to Charvat, (2003), Leffingwell, (2007), & Perrin, (2008), Agile methodologies have
numerous advantages including that they: adapt very well to change and dynamism; are people-
oriented and value-driven, rather than process-oriented and plan-driven; mitigate risks by
demonstrating values and functionalities up front in the development process; provide a faster time
to market; improve productivity (by reducing the amount of documentation) and will fail
early/quickly and painlessly, if a project is not doable.
A state of Agile survey 2011, conducted by versionone Inc. result shows: the top three reasons for
adopting Agile to - accelerate time to market, increase productivity, and to more easily manage
changing priorities.

29
DEPT OF CSE
Figure 24: Reasons for adopting Agile from ―A state of Agile survey 2011
(Source:www.versionone.com)
Prior to adoption, respondents said productivity and time to market ranked as their top reasons to
adopt agile. But experienced agile users said actual benefits were primarily project visibility (77%)
and the ability to manage changing priorities (84%).

30
DEPT OF CSE
CHAPTER 7
Conclusion
Agile software development methodologies are evolutionary and incremental models have become
increasingly popular in software development industry. Through, in many organizations, agile
system development methods at adoption stage, agile methods might start to become well-
established processes of these small, mid-level, even large organizations. There is increasing need
to have a deeper understanding of agile methods in use in software development industry; as well
as, have a better understanding – the benefits of agile approach as for accepting agile methods into
their development style and for cope-up with their dynamic business needs.
In this paper, we present main issues of agile numerous benefits in comparison to the traditional
approach which significantly improves software development process in many ways. We also
provide with this paper, the current adoption state of Agile software development with different
current survey results with graphs. The purpose of this paper is to provide an in-depth
understanding- the benefits of agile development approach into the software development industry,
as well as provide a comparison study report of ASDM over TSDM.

31
DEPT OF CSE
REFERENCES
1. Lindvall, M., Basili, V., Boehm, B., Costa, P., Dangle, K., Shull, F. & Zelkowitz, M.
(2002). Empirical findings in agile methods. Extreme Programming and Agile
Methods—XP/Agile Universe 2002, 81-92.
2. L. Williams and A. Cockburn, ―Agile Software Development: It‘s about Feedback and
Change, IEEE Computer, June 2003, pp. 39-43
3. Boehm, B., & Turner, R. (2003). Using risk to balance agile and plan-driven methods.
Computer, 36(6), 57-66.
4. Dybå, T., & Dingsøyr, T. (2008). Empirical studies of agile software development: A
systematic review. Information and software technology, 833-859.
5. Cockburn, A., & Highsmith, J. (2001). Agile software development, the people factor.
Computer, 34(11), 131-133.
6. Nerur, S., Mahapatra, R., & Mangalaraj, G. (2005). Challenges of migrating to agile
methodologies. Communications of the ACM, 48(5), 72-78.
7. Meso, P., & Jain, R. (2006). Agile software development: adaptive systems principles and
best practices. Information Systems Management, 23(3), 19-30.
8. Vinekar, V., Slinkman, C. W., & Nerur, S. (2006). Can agile and traditional systems
development approaches coexist? An ambidextrous view. Information systems
management, 23(3), 31-42.
9. Leffingwell, D. (2007). Scaling software agility: best practices for large enterprises.
Addison-Wesley Professional.
10. Schwaber, K., & Beedle, M. (2002). Agile software development with Scrum(Vol. 18).
PTR Upper Saddle River^ eNJ NJ: Prentice Hall.
11. Stapleton, J. (1997). DSDM, dynamic systems development method: the method in
practice. Addison-Wesley Professional.
12. Highsmith, J. A. (2000). Adaptive software development. Dorset House.
13. Cockburn, A. (2005). Crystal clear: a human-powered methodology for small teams.
Addison-Wesley Professional.
14. A Practical Guide to Feature Driven Development. 2002 S Palmer, M Felsing - Prentice
Hall

32
DEPT OF CSE
15. Beck, K., Beedle, M., Van Bennekum, A., Cockburn, A., Cunningham, W., Fowler, M., ...
& Thomas, D. (2001). Manifesto for agile software development. The Agile Alliance,
2002-04.
16. Turk, D., Robert, F., & Rumpe, B. (2005). Assumptions underlying agile software-
development processes. Journal of Database Management (JDM),16(4), 62-87.
17. Beck, K., & Boehm, B. (2003). Agility through discipline: A debate. Computer,36(6), 44-
46.
18. Perera, G. I. U. S., & Fernando, M. S. D. (2007, August). Enhanced agile software
development— hybrid paradigm with LEAN practice. In Industrial and Information
Systems, 2007. ICIIS 2007. International Conference on (pp. 239-244). IEEE.

Agile Methology Seminar Report

More Related Content

What's hot (20)

Similar to Agile Methology Seminar Report (20)

Recently uploaded (20)

Agile Methology Seminar Report