Defining Agile SCM: Past, Present & Future (2008)


Customer Collaboration over Contract Negotiation
SCM can facilitate communication and interaction among stakeholders and help manage expectations. The appropriate tools and processes can provide customers with visibility into the status of a project and allow them to contribute to the project where appropriate.

We value transparency and traceability that is maintained by the tools without overburdening the practitioners

Responding to Change over Following a Plan
SCM is about facilitating change, not preventing it. Use SCM policies and structures that allow your development team to progress at an appropriately rapid pace, but without losing control. Don't attempt too rigid a process or procedure. In conjunction with the first section on the importance of individuals, don't legislate for every last scenario in your process (all possible exceptions), but instead allow suitable experienced and trained individuals to make decisions in accordance with sound SCM principles.

Agile Principles
The full list is at:

We have selected and adapted those that we consider the most relevant:

·         Our highest priority is to satisfy the customer by maintaining the integrity of the software throughout its lifecycle, and making early and continuous delivery easy and simple to achieve.

·         We welcome changing requirements because we can manage and control them in a light-weight, but consistent, way to harness change for the customer's competitive advantage.

·         Change and configuration management are the responsibility of everyone involved in the project from business people to developers. SCM people must work with the rest of the team on a daily basis.

·         Give individuals appropriate tools and environments to perform effective configuration management throughout the lifecycle.

·        While agile processes encourage conveying information face-to-face, SCM requirements lead to some level of easily recording, tracking, and managing change to that information, preferring automation to   manual processes.

·        Working software is the primary measure of progress (not SCM metrics!).

·         Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

·         Continuous attention to (SCM) processes and systems enhances agility.

·         Simplicity - the art of maximizing the amount of work not done - is essential.

·         The best architectures, requirements, designs and SCM processes emerge from self-organizing teams with SCM responsibilities devolved.

·         At regular intervals, the team reflects on how to become more effective in their SCM processes and procedures, then tunes and adjusts its behavior accordingly. This includes taking incorporating ideas from Lean thinking, Theory of Constraints and other such initiatives.

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