Towards A Broader Adoption of Agile Software Development Methods

Abstract

Abstract-Traditionally, software design and development has been following the engineering approach as exemplified by the waterfall model, where specifications have to be fully detailed and agreed upon prior to starting the software construction process. Agile software development is a relatively new approach in which specifications are allowed to evolve even after the beginning of the development process, among other characteristics. Thus, agile methods provide more flexibility than the waterfall model, which is a very useful feature in many projects. To benefit from the advantages provided by agile methods, the adoption rate of these methods in software development projects can be further encouraged if certain practices and techniques in agile methods are improved. In this paper, an analysis is provided of several practices and techniques that are part of agile methods that may hinder their broader acceptance. Further, solutions are proposed to improve such practices and consequently facilitate a wider adoption rate of agile methods in software development.

Agile Software Development Techniques: A Survey

“…Instead of following a single long process for the development of projects Agile methodology divides the development cycle into small chunks called increments [44]. After completion of each increment, it is delivered to the users for their verification.…”

Agile vs traditional project management approaches

“…Similar to the main abilityenhancing practices, work compensation in agile companies is highly team-centric. As the key performance indicator of an agile team is a working product, there is often insufficient accounting for individual results in agile firms, which may produce a negative effect on performance (Alashqur, 2016). Agile firms also often provide bonuses for the demonstration of soft skills related to teamwork and knowledge-sharing.…”

Organizational and Psychological Aspects of Human Resource Management in Agile Companies

“…Главный критерий материального поощрения -работающий продукт. Отмечается, что недостаточный учет индивидуальных факторов может негативно сказаться на результативности команды [Alashqur, 2016]. Сроки выплат бонусов смещаются к завершению проектов, вводятся поощрительные выплаты за взаимопомощь и обмен знаниями [Cappelli, Tavis, 2018], причем формирование принципов компенсационной политики становится в большей степени задачей команды и ее руководителей, чем функцией УЧР-департамента.…”