Post 5: Agile

After delving into the values and principles of Agile, my initial impression is that they lean towards the abstract side of things, but they hold the potential to revolutionize software development by emphasizing adaptability. The core objective of assembling a team around these principles is to create a lightweight and highly adaptable unit. Agile urges teams to prioritize the rapid creation of prototypes and product development over time-consuming activities like extensive professional documentation. The overarching goal is to keep the product and client at the forefront of the process. Agile has the capacity to enhance productivity in both large and small companies. However, in my view, it shines particularly brightly in smaller companies. The crux of Agile ideology rests on fostering teams that possess exceptional adaptability, a feat that is notably more achievable within smaller, tightly-knit teams. In contrast, larger companies often maintain expansive teams dedicated to monumental projects. Adapting to shifting requirements and constantly evolving expectations throughout the development process can be a considerable challenge in such an environment. In essence, Agile's principles can be applied across the spectrum of company sizes, but its true effectiveness becomes evident in smaller setups where nimbleness and adaptability are easier to cultivate and maintain.

Applying Agile principles to a fully operational company presents numerous challenges, primarily centered around the need for comprehensive training. This shift would essentially overhaul the existing development methodology and profoundly alter day-to-day operations. It would also necessitate a significant transformation in team structure, roles, and size. Without meticulous guidance and careful planning, such implementation could easily go awry, potentially resulting in a temporary decline in efficiency.

When considering additional values that could augment the productivity goal of the Agile Manifesto, a compelling proposition is to emphasize leadership over management. This value would underscore the significance of strong leaders who actively engage with their teams, listen to feedback, and offer unwavering support. In contrast, it highlights the distinction from traditional managers whose primary role revolves around task allocation and ensuring adherence to protocols, often neglecting the deeper aspects of team empowerment and collaboration. Incorporating this value into the Agile Manifesto would further underscore the importance of leadership qualities that foster teamwork, adaptability, and a shared vision, ultimately enhancing overall productivity.

Now that I have a better grasp of Agile software engineering, I can see its applicability in our class and potentially in other courses as well. One aspect of the Agile mindset that I can readily apply is the iterative approach to handling changing requirements through continuous feedback. In the context of our coding assignments, I can adopt a prototype-based approach, seeking feedback from both Dr. Jan and Moise, and then iteratively refine my work based on these discussions. This iterative process aligns with Agile principles and can lead to improved code quality and learning outcomes. Moreover, I believe that the Agile methodology can extend its benefits to my GSTR class, where we often work on a final paper. By actively seeking feedback on the paper's outline, main paragraphs, and other components, I can ensure that my work aligns with the course requirements and expectations. In this way, Agile principles can potentially enhance my performance and productivity in various academic settings by fostering a more collaborative and adaptive approach to learning and project completion.

I delved deeper into the implementation of Agile, primarily through the most popular method, known as Scrums. The Scrum methodology effectively translates Agile principles and values into a practical system with well-defined roles and routines. At the core of the Scrum method lies the concept of a "sprint," typically spanning a 2 to 3-week period during which the development team focuses intensively on creating a new feature. Their primary aim is to render this feature demo-ready. The sprint culminates in a client demo, followed by feedback from the client. Subsequently, the team conducts an internal feedback session to assess what went well and identify areas for improvement. Lastly, a sprint planning session takes place, where the team reviews the new feature to be tackled, dissects its components, and determines how the work will be divided and executed.

Inflectra Corporation. (n.d.). What is Agile Scrum?. Inflectra. https://www.inflectra.com/Methodologies/Scrum.aspx