agile development refers to any development process that is aligned with the concepts of the agile manifesto. an agile scrum process benefits the organization by helping it to customers find that the vendor is more responsive to development requests. this awareness is key to monitoring the project, and to catching and addressing issues quickly. a defect, or bug report, is a description of a failure of the product to behave in the expected fashion. the goal is to have a team that is not only empowered to make important decisions, but does so well and routinely. what to measure in agile is the enduring question. the people doing the work have the information; therefore this is a circumstance that should be left for the teams to solve themselves.
safe is a collection of principles, structures, and practices that has been shown to consistently and successfully scale agile practices and deliver the benefits of agile to organizations that had been working in waterfall or ad-hoc methodologies. this is where devops comes in as the “yang” to agile’s “yin”. scaling agile is one of the most challenging issues to solve because there are so many variants of how organizations are structured and their commercial needs are diverse. to be sure the organizational scaling of scrum is a whole company activity, not something isolated to product management and engineering as often occurs with scrum implementations. then be inclusive with the leadership team and their areas of focus with an eye to accelerated value delivery over output and utilization. trusting environment the goal is to have the ability for everyone to experiment and learn. the issue of scaling agile is monolithic therefore starting at the team, or a few teams are the beginning of the journey which is required.
every technology organization today seems to practice the agile methodology for software development, or a version of it. we developers were expected to know “the spec,” as the complete documentation was called, just as well as the documents’ authors did, and we were often chastised if we forgot to properly implement a key detail outlined on page 77 of a 200-page document. other times, a capability was widely successful but required reengineering to support the necessary scalability and performance. invented in 1970, the waterfall methodology was revolutionary because it brought discipline to software development to ensure that there was a clear spec to follow.
we couldn’t afford to do all of the detailed documentation up front, and we needed a more iterative and collaborative process. in 2001, a group of experienced software developers got together and realized that they were collectively practicing software development differently from the classical waterfall methodology. today, we often define them with user personas to illustrate different roles in a workflow the software is supporting or different types of customer needs and behaviors. many agile frameworks that provide specifics on development processes and agile development practices, aligned to a software development life cycle.
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