{"id":5655,"date":"2019-05-09T14:00:54","date_gmt":"2019-05-09T18:00:54","guid":{"rendered":"https:\/\/zux.zsm.mybluehost.me\/majoctobre2019\/?p=5655"},"modified":"2021-09-20T11:27:07","modified_gmt":"2021-09-20T15:27:07","slug":"getting-on-the-agile-train-article-en-anglais","status":"publish","type":"post","link":"https:\/\/www.nuecho.com\/fr\/getting-on-the-agile-train-article-en-anglais\/","title":{"rendered":"Embarquer dans le train agile (Article en anglais)"},"content":{"rendered":"

According to the Harvard Business Review<\/a>, 80% of surveyed organizations have committed to becoming Agile. However, it seems there is still a lot of confusion on what Agile is exactly. We\u2019ll try to define that here and go over some of its most popular methodologies. We will also explain when Agile is the right choice for an organization and offer a progressive approach to its practical implementation.<\/span><\/p>\n

Understanding Agile<\/h3>\n

Agile is an approach to software development under which requirements and solutions evolve through the collaborative efforts of self-organizing and cross-functional teams and their customer(s)\/end user(s) [1]. It advocates adaptive planning, evolutionary development, early delivery, and continuous improvement, and it encourages rapid and flexible response to change. Yes, it is an approach or mindset and does not intend to add processes or methodologies within the organization that is intending to apply it. Indeed, when the Agile Manifesto<\/a> was proclaimed in 2001, its goal wasn\u2019t to delegitimize methodologies but to restore credibility to the word methodology through 4 core values: \u201cindividuals and interactions, working software, customer collaboration, and responding to change\u201d. This shift of paradigm was a response to the frustration of many organizations, specifically in the software development industry, where the Waterfall model was used since the 1970\u2019s.<\/p>\n

The 12 principles<\/a>, written along with the Agile Manifesto, describe the necessary culture switch within organizations willing to embrace the Agile approach.<\/p>\n

These principles are:<\/p>\n

    \n
  1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.<\/li>\n
  2. Welcome changing requirements, even late in development. Agile processes harness change for the customer\u2019s competitive advantage.<\/li>\n
  3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference for the shorter timescale.<\/li>\n
  4. Business people and developers must work together daily throughout the project.<\/li>\n
  5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.<\/li>\n
  6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.<\/li>\n
  7. Working software is the primary measure of progress.<\/li>\n
  8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.<\/li>\n
  9. Continuous attention to technical excellence and good design enhances agility.<\/li>\n
  10. Simplicity\u2013the art of maximizing the amount of work not done\u2013is essential.<\/li>\n
  11. The best architectures, requirements, and designs emerge from self-organizing teams.<\/li>\n
  12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.<\/li>\n<\/ol>\n

     <\/p>\n

    Differences between Agile and Waterfall<\/h3>\n

    Agile was created specifically in opposition to Waterfall and therefore, both approaches do not share many similarities besides their common goal: deliver a high quality product efficiently.<\/p>\n

    Waterfall is a more rigid and structurally sequential process where each phase cannot be started before the previous one is completed. Agile, on the other hand, is a more flexible process: it empowers the team with the prioritization of tasks, as long as it leads to the constant delivery of business value.<\/p>\n

    The Agile approach is also characterized by a preference for short recurring planning cycles over in-depth planning at the beginning of the project. There is no need for defining requirements in advance with Agile. Requirements are documented as the project progresses. In general, with Waterfall, things that have been done in previous phases cannot be changed, whereas Agile welcomes necessary changes at any time.<\/p>\n

    Here are the main differences between Waterfall and Agile.<\/p>\n

    \"\"<\/p>\n

    When should an organisation use Agile instead of Waterfall ?<\/h3>\n

    If Agile and its frameworks were the solution to all projects, why would Waterfall still exist ?
    Agile is obviously not perfect and one should be aware of the pros and cons.
    To this effect, let\u2019s go through the strengths and weaknesses of Agile.<\/p>\n

    \"\"<\/p>\n

    There are some circumstances under which transitioning to Agile may be too risky or unsuitable. Agile requires that both the organization and the customer be on board. Issues like changing the organization delivery method or having the business stakeholders available whenever needed can be real challenges.<\/p>\n

    If those conditions are met, Agile would be generally preferred over Waterfall when:<\/p>\n