The paper "IT Management: Agile Development" is a wonderful example of a case study on management. Agile development is to a great extent directed by a document referred to as the Agile Manifesto, the outcome of a February 11-13 2001 meeting of seventeen software developers in Snowbird, Utah, in which they sought to define the currently applied agile software development approach. During the mid-1990s, there was the evolution of lightweight methodologies of software development as a response to the existent heavyweight methods that were regimented, heavily regulated, and took the outmoded waterfall model in their development.
In agile methodology, motivation and self-organization are highly important, just as are other interactions for instance pair programming and co-location. Working software is considered to be potentially more welcome and useful as compared to the normal presentation of documents that is done during meetings. For customer collaboration, its requirements are considered to be not fully collected at the software development cycle’ s initial stages hence there is always the need for continuous stakeholder or customer involvement at all times. In responding to change, agile development is to be focused on the provision of quick responses to continuous development and change. The underlying values behind Agile development include ensuring customer satisfaction through the swift delivery of helpful software, welcoming of changes in requirements even during late stages of development, use of working software as the principal unit of gauging success and having it delivered more frequently.
There is also an emphasis on ensuring sustainable development and the ability to keep up a constant pace, paying attention to close, day to day co-operation between developers and people, and maintaining face to face conversation as the ideal form of communication.
Self-organizing teams and a persistent ensuring that the people are motivated and trusted is also crucial in the success of projects.
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