1. Agile methods :
what they are and when
they work best
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Tackling a project with the help of Agile methods has gotten
increasingly popular in the last few years in software
development. Agile is essentially a philosophy for the way
projects should be done. However, there are also some strict
rules when following the particular line of thought that Agile
stands for. And while working with it can be the best thing to
happen to some projects, others just aren’t suitable for that.
This article first takes a closer look at Agile in itself and then goes
on to highlight the main strengths and weaknesses of the
method. If you’re thinking about whether or not you should
work with Agile, you’re in the right place!

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The most common mistake to make about Agile is to say that it’s
a methodology – because it’s not. It’s rather a framework for
methodologies like SCRUM, Lean Development and others. It
supplies those methodologies with their basic concepts and
serves as an overarching set of ideas.
1. What Agile actually is:

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- Agile revolves around quickly delivering small chunks of the
product in the form of finished software. This is, in Agile
methods, the best way to measure progress. Ideally, you provide
something actually usable every couple of weeks.
- Due to the quick paced nature of the working philosophy,
project changes are much easier. The direction can always be
changed, making Agile projects very adaptable.
- Another characteristic of Agile is that it’s a very team-based
approach. It focuses on collaboration and autonomy within
small groups rather than hierarchical structures.

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Now that we know a fair bit about how an Agile-focused team
would approach a project, let’s look at what kind of projects
actually fit and which ones don’t. It’s important to understand
that the methods which use Agile are often not the best choice.
2. When should you use it?

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- First of all, you need a team. Its members have to be at least
two things – relatively experienced at the things they do and
open to flat hierarchies and Agile as a way of work. Self-
managing teams only work if the people in them know their
stuff. Furthermore, Agile can’t do without very frequent
meetings, which are, ideally, face-to-face. If your team doesn’t
meet these requirements, Agile should probably not be your first
choice.

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- A vital part of a well-done Agile project are your clients
themselves. Clients who are excited about their projects and
want to influence in their development are perfect candidates.
Proactive clients are the ones you’re looking for. Ones who don’t
have the time or the willingness to be part of the project just
aren’t the people who can provide good feedback week after
week as your usable chunks of software get done and delivered.

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- Finally, consider the project type. Repetitive tasks that require
little to no feedback or teamwork aren’t suitable to the Agile line
of thought. You want projects that are innovative, maybe even a
little crazy and clearly in need of some experimenting with
different changes.

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These are the essential requirements to have a functioning
project while leaning on the basic Agile principles. They can be
very helpful and do wonders for specific tasks. But don’t fall into
the current hype and attempt to apply Agile to every single
project – often that’s like trying to fit a ball into a square-shaped
hole.

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