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Each software development team has its own method for developing and managing a software project. Amplified and many other teams use the Agile methodology for project management, but it wasn’t always this way.
Historically, software projects have been managed through a “Waterfall” development process. In Waterfall, large projects are thoroughly specified and estimated at the beginning of the project. Then the engineering team effectively “disappears” for a few months (or years) to build the entire project at once. Think Microsoft in the 90s, when Windows received major updates every few years, and only small “patches” during off-years.
As cloud computing became more popular, software no longer needed to be installed manually. When updates were made or a new version of an app was deployed, everyone accessing that product could experience the latest features immediately — even people who started using it later on.
This led many teams to abandon Waterfall in favor of Agile development processes, where code is constantly being updated and improved upon instead of requiring large releases periodically throughout the year (or during sprints).
The agile project management philosophy is based on the idea that producing in phases is more beneficial for the project and its end users. Instead of building a big software product all at once, teams break down the grand vision for the product into small units of incremental work. This concept is often analogized as “The Sashimi Method” — cutting up the big fish into smaller slices.
When it comes time to create a product, teams cycle through continuous improvement at every stage of the journey. This involves constant collaboration not just with team members but also project stakeholders who work together in order to achieve goals and deliver on promises made.
This approach helps software development teams adapt to change and get feedback from users early on in development. Also, development cycles shrink from months or years, to days or weeks. The Elements of Scrum by Chris Sims and Hillary Louise Johnson is a great resource on the method: it’s a very easy read, but it does a great job at explaining all the Scrum roles, ceremonies, etc.
Agile can encompass various frameworks, including Extreme Programming (XP), Lean Development, Kanban, and the popular Scrum But regardless of what framework it’s used with, Agile offers many benefits, which is why software developers choose to build their projects with it.
Agile teams that deploy at the end of a sprint will deliver updates every few weeks, which is already an improvement over Waterfall. Even better, Agile teams that have built a CI/CD pipeline (continuous integration and continuous deployment) can deploy as frequently as several times a day. Frequent iteration allows the software product to quickly improve and gain market traction.
Frequent collaboration with product owners, clients, and user groups allows the agile process to quickly incorporate market feedback into product development. By frequently revisiting and reprioritizing product objectives, Agile embraces changes in user requirements, experience, and more.
As a result, Agile is well-suited for ambiguous work environments and fast-changing product requirements. Startups are especially fond of Agile because it establishes a tight feedback loop with the market, enabling entrepreneurs to discover “product-market-fit.” A product can become the version it needs to become to succeed, without wasting a lot of time guessing at what will work with the users.
Due to the abstract and intellectual nature of software development, it’s inherently difficult to provide precise estimations. Estimation difficulties compound as the scope of the project increases, making the project more and more uncertain.
With an Agile process, the team only has to estimate immediate work: work which is also very well-defined, designed, and discussed, which allows them to offer more reliable estimates. This work will occupy them for the next sprint.
Also, because the team takes it a step at a time, they avoid estimations on future work that depends on items that have not yet been built. With Agile, it’s easy to realize a later portion of the project requires a different approach and change it, without wasting time at the beginning with an eventually obsolete estimation.
The timeline and uncertainty of a software development project often lead to issues with the product owner, especially over costs. With Agile, stakeholders see results constantly, making them feel more secure that the project is moving along and matching their expectations.
The software industry is fast-changing and very volatile. Products are being released daily, technology is advancing constantly, and users’ needs change as often. Thus, Agile and its iterative way, which is based on user feedback, allows us to ensure that the product is aligned with the current state of the market when it’s being released, and not addressing extinct issues.
Overall, it’s easy to see why Agile is such an effective and popular project management method for software development teams. With so many benefits to both the stakeholders, the team, and the end-user, it’s a no-brainer.
