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Strategic Developer | Martin Heller » Agile is as Agile does

March 04, 2008 | Comments: (0)

Agile is as Agile does

Scott Ambler reported at SD West that a February survey with about 600 respondents found 69% were utilizing agile development practices. "The bad news is, this is the exact same number we had last year," Ambler said. This, he said, leads him to speculate that "agile has peaked."

A similar survey at Methods and Tools reported different trends. Some of these can be explained by differences in the question asked, the times of the surveys, and the population surveyed. The question was: "At what stage is the agile approach (XP, Scrum, FDD, ...) adoption at your location?"

  2008 2005
Not aware 13% 26%
Not using 13% 16%
Investigating 14% 14%
Analyzed and rejected 4% 3%
Pilot projects 8% 4%
Partial implementation (adoption of some agile practices) 17% 17%
Partial deployment (some projects are using this approach) 14% 12%
Deployed (all new projects are using this approach) 17% 8%

The analysis of this survey compares it to two other surveys, VersionOne's and Ambler's:

When compared to other surveys performed in 2007 on agile adoption, the results of the Methods & Tools poll are equivalent. The adoption rate of participants is slightly inferior with 56% (48% without pilot projects) compared with 73% for the VersionOne survey and 69% for the Scott Ambler survey. Our percentage of organizations having deployed agile approaches in all projects stands at 17%, which is very close to the 15% rate that VersionOne presents for 100% agile adoption.

The real question about all of these surveys is whether the respondents actually know what they're talking about. As was recently discussed on LinkedIn, lots of organizations may label their software development practices "agile" because it's trendy, without actually implementing many (or any) of the practices recommended for any agile development approach.

What do you think?


VersionOne 2nd Annual “State of Agile Development” Survey (2007) | Scott Ambler Surveys (2007) | Scott Ambler Surveys Presented in Dr. Dobb’s (2007)

Posted by Martin Heller on March 4, 2008 06:40 AM


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I agree that a large number of organizations who state that they are "agile" are not in the pure sense of the word. In the pure sense of the word I am referring to embracing the ideas within the Agile Manifesto.

As an example, a colleague informed me yesterday that I didn't need to make the "scrumb" because the client was going to be there. So what happened project transparency? I attended my first "scrumb" today. The lead talked. People had their backs to the group. Not a very engaged team.

My last project of which I was the scrum master, was slightly different. We had sprint planning sessions. Our sprints were 2 weeks. Our client was engaged and frequently listened in on our dailies. Our velocity improved over the first 6 sprints to where we were just missing our sprint goals. Our team was motivated to the point where I had to keep reminding them that our norms required all of us to stay late. And some days we did because I didn't want to kill the flow. We learned by sprint 4 that a tracking product was too cumbersome so we reverted to a white board and sticky notes (the team suggested this BTW). Our project manager (oops, did I say that?) informed us that we were taking too long in our planning sessions. We just needed to "write code and get it done". That was fun...

We even got our client so excited, they went and visited Ken and had 2 people Scrum Master trained.

The Scrum Master role is the hardest role I've ever been in. You have to be a true leader and not be afraid to say no to many of the outsiders (not client, not team). You also have to learn to be humble. Humility will get you so much further in the role.

The lessons are simple which is why agile methodologies are so hard to implement.
People come first.
Working software is a superior communication tool over paper "stuff" when reviewing what the client really wants.
Your best estimates will come from those who will do the work (not those who are similar to those who will do the work mind you). (Shout "Accountability" with me Amen)
If your process doesn't deliver, change it...
Continuous improvement CAN happen during a project.

*Paper "stuff" is still important by the way.
**Project managers don't go away, they evolve.

Posted by: Tim Ellison at March 6, 2008 05:04 PM

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