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Organizational patterns of agile software development James O. Coplien, Neil B. Harrison
Publisher: Prentice Hall

Deliver High In software, examples are work-in-progress, defects, features that are not necessary, the bureaucratic hindrances in traditional software development organizations and all the stuff and over-generalizations that developers love to do (“we might need it later”) even when a much simpler solution will suffice. It sounds like an awesome task. One of the fundamental tenets of any agile software methodology is the importance of communication between the various people involved in software development. We surveyed approximately 1,000 developers, testers, product managers and other business professionals across the US and Europe, and findings shed new light new light on the obstacles software development organizations are facing as they move forward with Agile initiatives. Not just by us, but by several others. Past year as part of our “Agile Comes to You” seminar series. Within organizations Agile exists in some places and not in others. A good book to read was Organizational Patterns of Agile Software Development by James O. I think it is because Agile is making two bets at the beginning of a project. There is a large Swiss bank in London In late 2006 Gartner issued a report (“Agile Development: Fact or Fiction”) which estimated less than 5% of development groups were doing Agile. Where once top managers could focus on their own concerns, with little need for peripheral vision, they now view a constantly changing pattern of shapes, sizes and colours, from which they must try to make sense. Applied to software development “lean” provides a great toolbox of agile methods to help radically improve development efficiency. There's little question that most organizations are considering a move to Agile practices, but what's holding back adoption? If think its reasonable to assume more . And align development and strategy. Given the desire for a fixed A colleague asked me the following question: Assume you were asked to assess a software development team from outside of the organization (that might occur as due diligence or some other context), and you had full access to all internal artifacts of the organization, but you were not allowed to talk directly with anyone from inside. I am the author of Changing Software Development: Learning to become Agile and Business Patterns for Software Developers (2012). How to do software development well is known. While the cost model for most agile development projects is fairly straightforward, “cost per iteration” is not something that many organizations have either experienced or understand. Furthermore agile methods put a large premium on improving communication Secondly most offshore organizations favor the plan-driven approach where detailed requirements or designs are sent offshore to be constructed.