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Agile Software Development Trends

This document is an assignment for a course on Agile software development. It discusses current research trends in Agile. The key points are: - Agile software development has become popular across many industries for how teams plan, communicate, and organize work. - After over a decade of research, Agile continues to be debated due to its complex nature and lack of synthesis across research results. - The document presents an overview of the current state of Agile research through chapters written by experts on foundations, practices, challenges, and new areas of Agile development.

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Behzad T
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236 views2 pages

Agile Software Development Trends

This document is an assignment for a course on Agile software development. It discusses current research trends in Agile. The key points are: - Agile software development has become popular across many industries for how teams plan, communicate, and organize work. - After over a decade of research, Agile continues to be debated due to its complex nature and lack of synthesis across research results. - The document presents an overview of the current state of Agile research through chapters written by experts on foundations, practices, challenges, and new areas of Agile development.

Uploaded by

Behzad T
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd

University of Haripur

Department of Information Technology


BS-SE 6B

CURRENT RESEARCH TRENDS IN AGILE

Assignment No 1

Course Title Agile software development


Student Name Ahmed Behzad
Student Reg. No/Roll No F17-0096
Semester/Year Spring 2020
Instructor Name Rubab Wafa

Due Date 12th July 2020


Submission Date 12th July 2020

CURRENT RESEARCH TRENDS IN AGILE


SOFTWARE DEVELOPMENT
Agile software development has become an umbrella term for a number of changes in
how software developers plan and coordinate their work, how they communicate with
customers and external stakeholders, and how software development is organized in
small, medium, and large companies, from the telecom and healthcare sectors to games
and interactive media. Still, after a decade of research, agile software development is the
source of continued debate due to its multifaceted nature and insufficient synthesis of
research results. Dingsoyr, Dyba, and Moe now present a comprehensive snapshot of the
knowledge gained over many years of research by those working closely with or in the
industry. It shows the current state of research on agile software development through an
introduction and ten invited contributions on the main research fields, each written by
renowned experts. These chapters cover three main issues: foundations and background
of agile development, agile methods in practice, and principal challenges and new
frontiers. They show the important results in each subfield, and in addition they explain
what these results mean to practitioners as well as for future research in the field. The
book is aimed at reflective practitioners and researchers alike, and it also can serve as the
basis for graduate courses at universities.
The Agile movement is not anti-methodology, in fact many of us want to restore
credibility to the word methodology. We want to restore a balance. We embrace
modelling, but not in order to file some diagram in a dusty corporate repository. We
embrace documentation, but not hundreds of pages of never-maintained and rarely-used
tomes. We plan, but recognize the limits of planning in a turbulent environment. Those
who would brand proponents of XP or SCRUM or any of the other Agile Methodologies
as "hackers" are ignorant of both the methodologies and the original definition of the term
hacker.
Tools and processes are important, but it is more important to have competent people
working together effectively.
Good documentation is useful in helping people to understand how the software is built
and how to use it, but the main point of development is to create software, not
documentation.
A contract is important but is no substitute for working closely with customers to discover
what they need.
A project plan is important, but it must not be too rigid to accommodate changes in
technology or the environment, stakeholders' priorities, and people's understanding of the
problem and its solution.

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