Agile approaches today have become a common buzzword in the IT software development sector. It replaced the “Waterfall model” technology discovered by Winston W. Royc.
Simply put, Agile methods can be best defined as a method of software development that assists software developers in different processes. The principles realistic by this methodology aimed at eliminating the rigidity that existed in the Waterfall method by focusing more on dynamic tasks.
Myth 1 – Agile approach is either better or worse than the Waterfall approach.
The reality: Every case needs its own applied way of operation. Therefore, there is barely any reason to conclude on this myth. The waterfall is appropriate when you are responding in an expectable way, with clear requirements and stable conditions from the beginning. It is also appropriate when excess adaption and feedback is not necessary.
If the situation is different, then an agile methodology is suitable. Hence, neither is worse or better. It is just conditional.
Myth 2 – Agile approach is synonymous to no design.
The reality: The truth is, that in practice agile, the design is most important. In agile methodology, the huge up-front designs have very less importance. This is because in most scenarios these designs end up deferring the coding procedure and then fails to provide the committed advantages.
Instead, agile has to adjust to a developing design rationale that is clear in refactoring processes, where the developers are able to enhance working code design. So, the design is imperious in agile methodology but not the beginning of a project.
Myth3 – Agile is appropriate only to “High-Speed” IT.
The reality: Gartner’s concept of bimodal IT upholds that Agile is for a high-growing world. This is very ambiguous. Agile basically fosters the process of early and ongoing suggestions.
Hence, the approach can useful for you in performing the right things in suitable ways during the early phase of a projected lifestyle, making the delivery faster. Hence, an Agile approach by itself is not about “high-speed”! Rather it can lead to faster time to market.
Myth 4 – Agile shows less constancy with increased flexibility.
The reality: Sometimes in everyday operations organizations have to do a trade-off between flexibility and stability. However, with Agile practices, there is more flexibility. But does that mean one has to conciliation with stability?
The suitable answer to this is the most accepted meaning of agile methodology from Highsmith (2002) which indicates that the process is all about matching flexibility and stability. Agile approaches can achieve the same and you are able to see a proof of it in Scrum. Here the product backlog stays open for modifications at any stage by the product owner.
Myth 5 – Agile can substitute everything like a big-bang act instantly.
The reality: When the agile methodology is implemented with a sense of perseverance in huge projects and programs across an organization, a vital risk that gains advantage from the agile method functioning module will not be clear primarily. Often organizations and its staff will carry on leading things assuming that they shifted to an agile methodology.
However, the transforming capability of a company is a long-run process that comprises modifications and learning.
Businesses evolve and discover significant ways to conduct business. So, it is an ambiguous thought to implement a big-bang agile methodology transformation and then develop a mindset that no further improvement is required. This rather can act in a harmful or less progressive way.
The lists of myths and misunderstandings concerning agile methodology contain more facts and thoughts. Understanding these five core myths benefit organizations in having a clear understanding of the agile methodology.