Progress is gauged instead by recording velocity which essentially is the rate

Progress is gauged instead by recording velocity

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Progress is gauged instead by recording velocity , which essentially is the rate that a project completes features. Self-Check 1.3.1. True or False: A big difference between Spiral and Agile development is building prototypes and interacting with customers during the process. False: Both build working but incomplete prototypes that the customer helps evaluate. The difference is that customers are involved every two weeks in Agile versus up to two years in with Spiral. ELABORATION: Versions of Agile There is not just a single Agile lifecycle. We are following Extreme Programming (XP), which includes one- to two-week iterations, behavior driven design (see Chapter 7 ), test-driven development (see Chapter 8 ), and pair programming (see Section 10.2 ). Another popular version is Scrum (see Section 10.1 ), where self-organizing teams use two- to four-week iterations called sprints , and then regroup to plan the next sprint. A key feature is daily standup meetings to identify and overcome obstacles. While there are multiple roles in the scrum team, the norm is to rotate the roles over time. The Kanban approach is derived from Toyota’s just-in-time manufacturing process, which in this case treats software development as a pipeline. Here the team members have fixed roles, and the goal is to balance the number of team members so that there are no bottlenecks with tasks stacking up waiting for processing. One common feature is a wall of cards that to illustrate the state of all tasks in the pipeline. There are also hybrid lifecycles that try to combine the best of two worlds. For example, ScrumBan uses the daily meetings and sprints of Scrum but replaces the planning phase with the more dynamic pipeline control of the wall of cards from Kanban. ELABORATION: Reforming Acquisition Regulations Long before the ACA website, there were calls to reform software acquisition, as in this US National Academies study of the Department of Defense (DOD): “The DOD is hampered by a culture and acquisition-related practices that favor large programs, high-level oversight, and a very deliberate, serial approach to development and testing (the waterfall model). Programs that are expected to deliver complete, nearly perfect solutions and that take years to develop are the norm in the DOD...These approaches run counter to Agile acquisition practices in which the product is the primary focus, end users are engaged early and often, the oversight of incremental product development is delegated to the lowest practical level, and the program management team has the flexibility to adjust the content of the increments in order to meet delivery schedules...Agile approaches have allowed their adopters to outstrip established industrial giants that were beset with ponderous, process-bound, industrial-age management structures. Agile approaches have succeeded because their adopters recognized the issues that contribute to risks in an IT program and changed their management structures and processes to mitigate the risks.” (National Research Council 2010 )
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Even President Obama belatedly recognized the difficulties of software acquisition. On November 14, 2013, he said in a speech:
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  • Spring '19
  • Dr.Marcos

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