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We conducted the Agile State of the Art Survey because we wanted to ask our fellow agile practitioners, "What are you actually doing with agile methods in practice?" We also wanted to understand the types of benefits they are getting from using agile (including what their organizations are achieving) and what impediments they've run into (or were currently running into) in the process of adopting agile. We limited the survey to those respondents who actually had agile experience. Our survey respondents included a wide range of people from different sectors and different organizations. Many were on fairly small agile teams but also some respondents were on very large teams. For example, 16 percent indicated teams of 21 or more people, and a good percentage of these were teams of over 100 people. These are the sorts of statistics found in traditional software development organizations. Interestingly, only 26 percent of those surveyed were on co-located, that is, the majority were distributed geographically in some way. A third of the respondents indicated that air travel would be needed to get their full teams together. These details are important because the agile community tends to emphasize the importance of co-location. And yet, when push comes to shove, we're seeing plenty of distributed team organizations. The full details from this survey, including the source data and the original questions that we asked, can be found at www.ambysoft.com/surveys/.
Agile benefits
Our survey looked into a full range of benefits. Four out of five of respondents indicated that the overall quality of their deliverables had improved because they used agile techniques. Another four out of five noted improved productivity, along
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with increased usability in the end result. Two-thirds said that they had increased ROI and improved time to delivery. Most likely, all this is a direct result of working closely with stakeholders, working iteratively and incrementally, which means that development teams build the things stakeholders really want as opposed to what they specified. Interestingly, one-third of those surveyed indicated that the documentation provided along with the system had improved and half said that they were seeing the same level of quality in the documentation and the system. Roughly 80 percent reported having as good or better quality documentation than with prior methods. What's the big deal here, you ask? Simply that documentation is one of the things that the agile community has been criticized for over the years, but in fact, agile documentation practices seem to be delivering solid results after all. Of course, all the technical agility in the world means nothing if it can't help the business itself become more agile. Our survey showed that more than 90 percent of respondents stated that their ability to react to change, including changes in business environment and business needs has improved. The results point in this direction: the quality of software development practices align with the quality of the business. Frequent stakeholder interaction and close team collaboration are perhaps the core for all other agile techniques. We believe that stakeholder satisfaction would go up substantially if teams focused more on planning for agile, laying out the stakeholder sponsorship and driving toward these benefits. It might require increased training, perhaps by getting more familiar with the added disciplines need at the higher ends of the scale versus the basic training that is provided in Scrum or XP methods.
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aware development environments and enterprise architecture, you find that you need a more mature, more disciplined approach as you begin adopting agile methods that scale up to meet those challenges.
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For example, the data management group or the QA group were taking a traditional approach, slowing those processes down and making things more difficult. In fact, non-agile teams actually increased the risks to the larger organization and not just the risks to the agile team's success because the non-agile practice reduces team and individual productivity. Those who end up on multiple teams, usually because they have certain specialized skills needed in multiple projects, actually end up being bottlenecks on the development teams. These problems will likely go away over time, but some organizations will struggle for a while.
Conclusion
From the Agile State of the Art Survey, we learned that a high percentage of respondents were benefitting from higher quality deliverables, better usability, improved documentation, increased productivity and better ROI. The challenges included determining how to measure success, disconnects between agile and finance and bottlenecks created by non-agile teams. For those seeking assistance with their challenges, we recommend turning to IBM because we have adopted agile on a very large scale and have helped many other large organizations move to agile development methods.
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Scott W. Ambler Scott W. Ambler is IBM Rational softwares Chief Methodologist for IT, so he works with IBM customers around the world to help them to improve their software processes. He is the founder of the Agile Modeling, Agile Data, Disciplined Agile Delivery, and Enterprise Unified Process methodologies and creator of the Agile Scaling Model. Scott is the author or co-author of 20 books, including Refactoring Databases: Evolutionary Database Design, Agile Modeling, Agile Database Techniques: Effective Strategies for the Agile Software Developer, The Object Primer: Agile Model-Driven Development with UML 2.0 (3rd Edition), The Enterprise Unified Process, and the forthcoming Disciplined Agile Delivery: A Practitioner's Guide to Agile Software Delivery in the Enterprise (IBM Press, June 2012). He is also a senior contributing editor for Dr. Dobbs Journal. You can keep up with his work through his Rational Experts page and his Agility@Scale blog on developerWorks. Copyright IBM Corporation 2012 (www.ibm.com/legal/copytrade.shtml) Trademarks (www.ibm.com/developerworks/ibm/trademarks/)
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