Agile Methods vs Process Oriented Software Development Method
Agile Methods Vs Process-Oriented Software Development
Subject - CMT 624: Software And Data Management
Lecturer – Dr. Wendy K. Ivins & Dr. Tom W. Carnduff
Student – Rahul Dutta Roy
Student ID - 1014860
“On February 11.13, 2001, at The Lodge at Snowbird ski resort in the Wasatch mountains of Utah, 17 people met to talk, ski, relax and try to find common ground. What emerged was the Agile Software Development Alliance.” (Martin Fowler and Jim Highsmith, 2001 )
This new approach redefined our vision of software development- giving rise to a work culture focussed on human resources, mutual trust, interaction and productivity - radically going against the long established approach based on detailed structuring and modelling, documenting etc.. What 17 people envisioned in a light-hearted manner became a norm in software businesses (Martin Fowler and Jim Highsmith, 2001 ).
However, there have been debates on the application and viability of Agile Manifesto, particularly from the proponents of process-oriented approach. The critics have often questioned the outcome of Agile Manifesto’s emphasis of certain concepts over others. The corresponding debate with evaluation of agile and process-oriented software development methods in terms of Agile Manifesto are given below.
Individuals and interactions over processes and tools:
Agile Manifesto gives more value to human efforts than existing framework and detailed methodology. It has truly identified that it is people whose performance and output matter over industry-wide tools covering modelling techniques, documentation etc.. Agile believes in a small group of people constantly interacting to find the feasible, quality solution to business aspects forming customer requirements (Bahli and Abou-Zeid, 2005 ). Giving lesser emphasis to the supporting processes and tools gives programmers focus on implementation ensuring faster delivery. The impact is a stress-free environment for motivated, creative teams
Subject - CMT 624: Software And Data Management
Lecturer – Dr. Wendy K. Ivins & Dr. Tom W. Carnduff
Student – Rahul Dutta Roy
Student ID - 1014860
“On February 11.13, 2001, at The Lodge at Snowbird ski resort in the Wasatch mountains of Utah, 17 people met to talk, ski, relax and try to find common ground. What emerged was the Agile Software Development Alliance.” (Martin Fowler and Jim Highsmith, 2001 )
This new approach redefined our vision of software development- giving rise to a work culture focussed on human resources, mutual trust, interaction and productivity - radically going against the long established approach based on detailed structuring and modelling, documenting etc.. What 17 people envisioned in a light-hearted manner became a norm in software businesses (Martin Fowler and Jim Highsmith, 2001 ).
However, there have been debates on the application and viability of Agile Manifesto, particularly from the proponents of process-oriented approach. The critics have often questioned the outcome of Agile Manifesto’s emphasis of certain concepts over others. The corresponding debate with evaluation of agile and process-oriented software development methods in terms of Agile Manifesto are given below.
Individuals and interactions over processes and tools:
Agile Manifesto gives more value to human efforts than existing framework and detailed methodology. It has truly identified that it is people whose performance and output matter over industry-wide tools covering modelling techniques, documentation etc.. Agile believes in a small group of people constantly interacting to find the feasible, quality solution to business aspects forming customer requirements (Bahli and Abou-Zeid, 2005 ). Giving lesser emphasis to the supporting processes and tools gives programmers focus on implementation ensuring faster delivery. The impact is a stress-free environment for motivated, creative teams
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