I’m starting to wonder if mention of the word ‘Agile’, relating to software development, is already starting to be seen as some sort of swear-word. In just the same way as ‘Waterfall’ is frowned on, even demonised.
Over my none-too-short career, I have worked in many different environments, using many different software development processes and quality standards. Those include military spec systems, banking and financial applications, telecommunications, pharmaceutical regulatory systems and assorted other application and integration projects. As a result, I have had to work on software with different requirements based on scale and rigour (consider BS5750, ISO9001 and FDA rules, for instance).
At Smart421, we have ISO accreditation for our software development processes as well as our ITIL/ISO-20000 service management activities. Being systems integrators, we will use whichever project management process is most suitable, or that which is requested by our clients. In this regard, our Prince2-based project management approach is our default choice, scaled to meet the needs of each particular project. We have also delivered projects using Rational Unified Process (RUP) and Scrum, as well as developing with other Agile software development approaches.
Given that expertise (mine and Smart421′s), it is quite clear that no one project development process is going to be correct for all software projects. Returning to my initial comment, it seems to me that ‘Agile’ may already be suffering from too much adoption on projects where it is not entirely suitable. This results in poor delivery and of customer expectations not being met, which is just the sort of problem that ‘Waterfall’ projects have been accused of over many years.
I’m not aiming to attack Agile, nor defend Waterfall, but just want to raise the issue that both have their merits and that both have a number of failures (high or low profile). The natural ground for Agile projects is for smaller scale developments, although that does not preclude it being used for large scale deliverables, but the level of rigour must be increased to allow for this. Not to say that Waterfall is the answer to delivering large projects, but it tends to bring the associated rigour (documentation, whether seen as overhead or not) needed for such systems.
Of course, Waterfall has earned its criticism – often on very large scale, large budget, failures. Agile may be lucky in that its failures may be on smaller scale, smaller projects. A further benefit is that if approached properly, even failed projects will (should) delivery something of value. If an Agile project fails to do that, it doesn’t deserve to be called Agile either.
Recall the Agile Manifesto:
We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more
Then read Alistair Cockburn’s book ‘Agile Software Development’ and don’t just look for the worked example on XP, but read the sentiments and meaning in there. He advocates greater controls and levels of artefacts for larger projects, based on not only the scale of the problem, but on the importance of the solution. For a life-critical system, there is a need for much more rigour than on a discretionary, nice-to-have system. All quite obvious really, but something that a number of Agile proponents seem to miss.
I intend to add a further blog article about the tension between Agile processes and enterprise level, or SOA, software, to expand on my views as to how these may or may not fit together.
In the mean time, I’d like to hope that those Agile converts don’t fail to see the wood for the trees, and that not too many projects lead to failure through inappropriate choice and use of such software development processes.