AGILE Base Development

AGILE The term ‘agile’ was created in 2001 ( when a group of ‘independent thinkers around software development’ came together to talk about an alternative to the heavyweight, document-driven processes that existed at the time. Known as the ‘Waterfall method’, these old-fashioned processes comprised a sequence of technical phases that were slow and struggled to respond to changing requirements, particularly when they were mired in too much detail from the start.
The group was already working in ways that later become described as agile; an output from this meeting was the Manifesto for Agile Software Development, or the ‘Agile Manifesto’ as it is more commonly known, and its impact and success have been quite dramatic.

The Agile Manifesto contains 12 principles. The Agile movement seeks alternatives to traditional project management. Agile approaches help teams respond to unpredictability through incremental, iterative work cadences and empirical feedback. Agilists propose alternatives to waterfall, or traditional sequential development. Agile development methodology provides opportunities to assess the direction of a project throughout the development lifecycle. This is achieved through regular cadences of work, known as sprints or iterations, at the end of which teams must present a potentially shippable product increment. By focusing on the repetition of abbreviated work cycles as well as the functional product they yield, agile methodology is described as “iterative” and “incremental.” In waterfall, development teams only have one chance to get each aspect of a project right. In an agile paradigm, every aspect of development — requirements, design, etc. — is continually revisited throughout the lifecycle. When a team stops and re-evaluates the direction of a project every two weeks, there’s always time to steer it in another direction. The results of this “inspect-and-adapt” approach to development greatly reduce both development costs and time to market. Because teams can develop software at the same time they’re gathering requirements, the phenomenon known as “analysis paralysis” is less likely to impede a team from making progress. And because a team’s work cycle is limited to two weeks, it gives stakeholders recurring opportunities to calibrate releases for success in the real world. Agile development methodology helps companies build the right product. Instead of committing to market a piece of software that hasn’t even been written yet, agile empowers teams to continuously replan their release to optimize its value throughout development, allowing them to be as competitive as possible in the marketplace. Development using an agile methodology preserves a product’s critical market relevance and ensures a team’s work doesn’t wind up on a shelf, never released.