Agile Software Development: It's Not the Wild West


success that Agile may bring to an organization.

Agile Shift
The Agile structure is typically not easily inserted into hierarchical company cultures. In making the shift toward Agile, important cultural adjustments must be considered. Included are some of the more important considerations (but not limited too):

Team Collaboration: Folks on a project team employing Agile need be dedicated to that project team. They will be working together all of the time. They cannot be multi-tasking between two or more projects. This promotes continuous collaboration that is a cornerstone to Agile methods for software development.

Team Location: In order to have collaboration, it is best that folks are working as closely together as possible. Many project teams employing Agile have dedicated and centralized work areas. Proximity promotes participation and collaboration.

Customer Participation:  Project teams employing Agile must have easy and continuous access to the customer or customer representatives. This means getting significant time commitments from the customer. This can be quite challenging. The whole point of employing Agile is so the customer can get a continuous view of the evolving solution so they can adjust quickly to clarifications and new business demands.

Terminology: Companies have their standard terminology for methodology, reporting, and hierarchy. Agile introduces new terminology, methodology, reporting, and team structure. This requires some adjustment.

Project Reporting: It is important to note that reporting is different from standard company reporting. Most traditional companies ask for a Gantt chart to assess a project's progress. Agile teams typically provide Burn-down charts.

About the author

Mario  Moreira's picture Mario Moreira

Mario Moreira is a Columnist for the CM Journal, a writer for the Agile Journal, an Author, an Agile and CM expert for CA, and has worked in the CM field since 1986 and in the Agile field since 1998. He has experience with numerous CM technologies and processes and has implemented CM on over 150 applications/products, which include establishing global SCM infrastructures. He is a certified ScrumMaster in the Agile arena having implemented Scrum and XP practices. He holds an MA in Mass Communication with an emphasis on communication technologies. Mario also brings years of Project Management, Software Quality Assurance, Requirement Management, facilitation, and team building skills and experience. Mario is the author of a new book entitled “Adapting Configuration Management for Agile Teams” (via Wiley Publishing). It provides an Agile Primer and a CM Primer, and how to adapt CM practices for Agile Teams. Mario is also the author of the CM book entitled, “Software Configuration Management Implementation Roadmap.” It includes step-by-step guidance for implementing SCM at the organization, application, and project level with numerous examples. Also consider visiting Mario’s blog on CM for Agile and Agile adoption at

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