CHAPTER 5
7 ways to improve Agile requirements gathering
While Agile is a powerful development paradigm, some practitioners find Agile requirements
gathering chaotic. Try these ways to bolster requirements gathering.
1. Supplement user stories. User stories don't always include enough information for development
decisions. Complex or mission-critical projects especially demand more detail.
Some projects must have documentation to meet compliance or process standards. In these cases,
development teams can supplement user stories with relevant details, such as use cases and decision
tables.
2. Involve stakeholders regularly. Developers can face enormous challenges when they're isolated
from project stakeholders, such as users and product owners. Too often, stakeholders get involved
early, but don't see the results of the work until late in the project.
Projects can fail when stakeholders and developers fail to communicate. Stakeholders are the experts
in a project's requirements. They should share ideas, make suggestions and model and document
requirements in each iteration. Developers can then build and adjust the product accordingly. Project
and product owners generally prioritize those requirements for developers.
Reconsider the project if the development team cannot identify appropriate stakeholders, or if those
stakeholders don't take an active role.
3. Prioritize requirements. Once a requirement is outlined, developers estimate the time and money
necessary to implement the feature or functionality. The list of requirements and estimates for the
iteration can take shape as a stack of index cards, or some other method. Due to time and budget
limitations, not all requirements make it into a given iteration.
A project or product owner works with developers to prioritize the list of requirements. They sort the
stack into high- or low-priority work items for the available time and budget. Generally, the higher
priority the requirement, the more detailed the item should be. Development teams often shelve
low-priority requirements for future iterations, though it is possible to add or remove items from the
list at any time.
4. Focus on executable requirements. Agile teams typically model requirements, write code, and
then refine and refactor it to implement those models. This process is called test-first design.
Modeling translates requirements into code. Executable requirements focus on what something
needs to do, and how that thing should work. When developers work through executable models
upfront, they can identify cross-requirement dependencies. Developers can also spot potential
problems via highly focused approaches, such as test-driven development.
5. Use the INVEST principle. User stories are easy to create. Good user stories are harder to create.
To write valuable user stories, Agile teams often use the INVEST mnemonic:
• Independent: Each user story should stand on its own, independent from other stories.
• Negotiable: Stories are not contracts, rather opportunities for negotiation and change.
• Valuable: Every story should add value for users and stakeholders.
• Estimable: Every story's time and budget costs should be calculable, based on domain and
technical knowledge.
• Small: User stories should be small enough to estimate and implement simply.
• Testable: Make sure you can test the user story through criteria the story itself explains.
6. Think layers, not slices. With Agile requirements, it's helpful to think small. Smaller requirements
and feature sets correspond to user stories that are easier to estimate, prioritize and build. Larger,
more complex requirements tend to create dependencies, going against the INVEST principle.
Compose user stories with an eye toward the software stack, such as the front end, middleware,
back end and database.
7. Prototype and update. Agile development paradigms facilitate developer experimentation,
while mitigating risk through tests. Prototyping is a useful practice to test ideas and encourage
discussion with stakeholders. Developers can update the prototype to refine the software and
solidify its design. The resulting code often is usable for the build.
User Stories in Agile Software Development
User stories are a key component of agile software development. They are short, simple descriptions
of a feature or functionality from the perspective of a user. User stories are used to capture
requirements in an agile project and help the development team understand the needs and
expectations of the users.
Here are some key characteristics of user stories:
1. User-centric: User stories focus on the needs of the user and what they want to achieve with
the software.
2. Simple: User stories are short and simple descriptions of a feature or functionality.
3. Independent: User stories can stand on their own and do not rely on other user stories.
4. Negotiable: User stories are open to discussion and can be refined and modified based on
feedback from stakeholders.
5. Valuable: User stories provide value to the user and the business.
6. Estimable: User stories can be estimated in terms of time and effort required for
implementation.
7. Testable: User stories can be tested to ensure they meet the needs of the user.
8. Prioritized: User stories are prioritized based on their importance to the user and the
business goals.
9. Iterative: User stories are developed iteratively, allowing for feedback and changes
throughout the development process.
10. Consistent: User stories follow a consistent format, making them easy to understand and
work with.
11. Contextual: User stories are written in a way that provides context to the development team,
helping them understand the user's needs and goals.
12. Acceptance criteria: User stories have clear and specific acceptance criteria that define when
the story is considered "done" and ready for release.
13. Role-based: User stories are written from the perspective of a specific user role, helping to
ensure that the development team is building features that are relevant and useful to that
user.
14. Traceable: User stories are tracked and linked to specific features and functionality in the
software, making it easy to trace back to the original user need.
In agile software development, user stories are typically written on index cards or in a digital format,
and are used to drive the development process. The development team uses user stories to plan and
prioritize work, estimate the effort required for implementation, and track progress towards
completing the user stories.
By using user stories in agile software development, teams can ensure that they are building
software that meets the needs of the users and delivers value to the business.
In Agile software development and product management User Story refers to a short, informal, and
simple description of software features that are required by the end-users in the software system. Its
main purpose is to provide software features that will add value to the customer requirements. User
stories are considered an important tool in Incremental software development. Mainly a user story
defines the type of user, their need, and why they need that. So in simple, a user story is a simple
description of requirements that needs to be implemented in the software system.
Pattern of User Story:
User stories are completely from the end-user perspective which follows the Role-Feature-Benefit
pattern.
As a [ type of user ], I want [ an action ], so that [ some reason ]
For example :
As the project manager of a construction team, I want our team-messaging app to include file
sharing and information update so that my team can collaborate and communicate with each other
in real-time as a result the construction project development and completion will be fast.
Writing User Stories :
User stories are from a user perspective. So when user stories are written, users are given more
importance during the process. Some points outlined which are taken into consideration during
writing user stories like
1. Requirements
2. Tasks and their subtasks
3. Actual user
4. Importance to user words/feedback
5. Breaking user stories for larger requirements
With this also some other principles which are given importance during creating user stories are
discussed below.
INVEST Principle of User story :
A good user story should be based on INVEST principle which expresses the quality of the user story
because in base a good software product is completely dependent upon a good user story. In 2003
INVEST checklist was introduced by Bill Wake in an article.
1. Independent -
Not dependent on other.
2. Negotiable -
Includes the important avoid contract.
3. Valuable -
Provide value to customer.
4. Estimable -
It should be estimated.
5. Small -
It should be simple and small not complex.
6. Testable -
It should be evaluated by pre-written acceptance criteria.
3 C’s in User Stories :
1. Card -
Write stories on cards, prioritize, estimate and schedule it accordingly.
2. Conversation -
Conduct conversations, Specify the requirements and bring clarity.
3. Confirmation -
Meet the acceptance criteria of the software.
Working with User Stories :
Below points represents working with user stories
1. Once the user story is fully written then it undergoes review and verification.
2. In project workflow meetings it is reviewed and verified then added to the actual workflow.
3. Actual requirements and functionality are decided based on the stories.
4. User stories are scored based on their complexity and the team starts work based on user
stories.
Importance of creating User stories :
1. Stories clear idea about requirements
2. Makes it easy to understand the features
3. Delivers higher customer satisfaction
4. Fasten development process
5. Creates an effective work environment
6. Enables collaboration between teams
7. Delivery of valuable software
Advantages of using User Stories in Agile Software Development:
1. User stories help to keep the focus on the user's needs and expectations, which leads to
better customer satisfaction.
2. User stories are easy to understand and can be created quickly, which speeds up the
requirements gathering process.
3. User stories are flexible and can be refined and modified easily as requirements change.
4. User stories are independent, which makes it easier to prioritize and plan the work.
5. User stories are small and manageable, which makes it easier to estimate effort and track
progress.
6. User stories promote collaboration between stakeholders, which leads to better
communication and understanding.
7. User stories help to reduce scope creep and feature bloat, as they focus on the essential
needs of the user.
8. User stories encourage a customer-focused mindset, as they keep the team focused on
delivering value to the user.
9. User stories facilitate a user-centered design approach, as they involve the user in the
development process and allow for user feedback.
10. User stories promote transparency, as they make it clear what the team is working on and
why.
11. User stories enable incremental delivery, as they allow the team to deliver small, usable
pieces of functionality to the user quickly.
12. User stories facilitate testing, as they provide clear acceptance criteria that define when a
story is considered "done" and ready for testing.
13. User stories encourage creativity and innovation, as they provide a framework for the team
to explore different solutions to meet the user's needs.
Disadvantages of using User Stories in Agile Software Development:
1. User stories may not provide enough detail or clarity to fully capture the requirements.
2. User stories may not be sufficient for complex or large-scale projects.
3. User stories may be subjective and influenced by the biases of the stakeholders.
4. User stories may not capture all of the requirements, which can lead to gaps in the software.
5. User stories may not be suitable for projects with a high degree of technical complexity.
6. User stories may not capture non-functional requirements, such as performance, scalability,
or security, which are critical to the success of the software.
7. User stories may not be appropriate for projects with a high degree of interdependence
between features or components, as they are designed to be independent.
8. User stories may not be suitable for teams that lack experience with Agile methodologies or
have difficulty working collaboratively.
9. User stories may not provide enough detail for remote or distributed teams, as they rely
heavily on face-to-face communication and collaboration.
10. User stories may not capture the full context or user journey, which can lead to a fragmented
understanding of the user's needs and goals.
11. User stories may not be suitable for regulatory or compliance-driven projects, as they may
not provide enough documentation or traceability for audits or reviews.
12. User stories may not be appropriate for projects with a high degree of uncertainty or risk, as
they require a clear understanding of the user's needs and goals.
Agile Planning and Estimation
Planning and Estimation are essential in software projects to achieve predictability, reduce the risks
involved, and set a basic expectation for all stakeholders. Planning brings a lot of focus on
preparation and forecasting whereas Estimation is a process to forecast project-related variables i.e.,
effort, scope, schedule, etc.
Planning: Planning is required irrespective of the project management methodologies that the team
follows, whether it is Waterfall or Agile. Planning gives the project team a perspective on how to
meet the objective in a systematic way and helps project stakeholders to keep a tab on the project
progress and investments done.
As Mike Cohn defines it, "Agile planning balances the effort and investment in planning with the
knowledge that we will revise the plan through the course of the project. An agile plan is one that we
are not only willing but also eager to change”. This concept exists mainly to avoid the weakness of
the planning.
These weaknesses include:
• Focusing on activities instead of delivered features
• Ignoring the prioritization
• Ignoring the existence of uncertainty
• Giving commitments based upon estimations
Such weaknesses in planning make the team not able to cope with the project dynamic
environments. For resolving that, the planning must advance to become Agile as well.
Estimation: Schedule, Scope, Cost, and Effort are the four major variables that typically control
Software projects. Any changes in any of these variables can have an effect on a project. Estimation is
a process to forecast these variables to develop or maintain software based on the information
specified by the client.
There are three main challenges faced during estimation i.e., Uncertainty, Self-knowledge, and
Consistency of Method used for Estimation. Usage of standardized and scientific estimation methods
for estimating size, effort, and schedule, helps towards maintaining minimal variance between the
planned estimates and actual values thereby achieving maximum estimation accuracy. This provides
a better client experience. All estimation needs for a project cannot be determined by a single
method. It is important to have different methods of estimation for different stages.
Planning and Estimation in Agile projects bring a lot of focus on preparation and forecasting. Both
these activities are done keeping business context in mind and measurable value delivery is
committed to the client. Therefore, it is recommended to have required planning and estimation in
Agile from the start of the project, in order to ensure better risk coverage and higher predictability.
11 Steps To Successful Agile Project Implementation
Step 1: Identify Product Vision
First, we need to understand what problem we are trying to solve and what impact it is having on our
customers. To do this, it is important to empathize with the end user. Ideally, we should talk to them
to understand their pain points and their needs. If we have compassion issues with a given user, we
use the Empathy Map.
Every product you develop needs a vision. The task of developing the vision of a product must be
assigned to the product owner. The product vision offers a vision of the future: it summarizes the
main benefits and features that the product will bring. This vision is long term and usually covers a
year or more in the future.
Step 2: Product Roadmap Creation
This plan describes how the product is likely to grow in future products. It is a summary of the high
level of what the product will become and focuses on the objectives rather than specific
characteristics. There are many software programs that offer the ability to create a plan, but it can
also be created on the MS sheet.
Once your strategy is confirmed, it’s time for the Product Manager to translate that vision into the
product roadmap. This is the high level of requests for your project with a time limit when you
develop each of them.
The “loose” part here is important. Do not spend days or weeks planning each step, but identify,
prioritize and estimate approximately the approximate effort that each piece of your product will
have on how to make a useful product.
For each of these goals, you want to include 5 key information: date, name, purpose, characteristics,
and data.
Step 3: Assign an Agile Project Team
Does your development team struggle with multiple projects that are never removed from the list?
Do not be afraid, you can take steps to make projects faster and more efficient by using agile project
management. Soon you will set and meet deadlines with effective use of the individual benefits of
your IT staff.
With Agile Techniques, your employees work independently to fulfill certain roles included in your
project. In this way, you can assign the team members the tasks that best suit their professional
forces. An Agile team has three roles:
Product Owner: Often a leader or key shareholder, the product owner has a vision of the end product
and an idea of how it will fit into the company’s long-term goals. This person should lead the
communication efforts, alert the team of major events and intervene to correct the direction and
make high level changes if necessary.
Scrum Master: Scrum Master is very similar to the project manager. They are the custodians of the
process, commenting on the donors and mentors of the team members. They monitor day-to-day
functions, maintain the Scrum Committee, communicate with team members, and ensure tasks are
performed at the target.
Team member: The team members are creators: front-end and back-end engineers, writers,
designers, videographers, etc. Team members have different roles and abilities, but they are all
responsible for doing business on time and with excellent quality.
Step 4: Create a Product Backlog
It is a unique list of all that is needed in the product and also Includes epic stories and user stories
that will have to be developed in the next sprint for a specific launch.
It is a more tactical tool that describes the characteristics that the team must fulfill. A product
backlog is heart to Agile / Scrum and needs to be revisited frequently as priorities can be changed.
The key event for creating a product backlog is a meeting scheduling session. It is a very interactive
meeting that usually lasts 2 to 4 hours. The objectives are to develop a product vision, create and
prioritize user stories and topics, and develop a line of minimum business characteristics (MMF) and
an appropriate release plan.
Step 5: Create Sprint Backlog
Once the team and the owner of the product have prepared enough stories to start the first sprint,
they pull user stories from the product backlog into the “sprint backlog.” The team retains the
product owner’s priorities when creating the sprint backlog, but can extract the stories into the
backlog out of order if it makes sense that some stories grow together. This creates work
responsibilities for a 2-week development sprint.
Step 6: Release Planning
The agile release plan shows how and when features (or functionality) will be announced and
provided to users.
By aligning the project in agile release, product managers can better manage project constraints and
adapt to growing needs or challenges during the development phase, while occasionally producing
products to end-users.
Once an initial feature list identified, set priorities, and evaluate the initial list of features, it’s time to
start release planning. The release is a set of productivity increases that are issued to the customer.
Release plans look like several iterations (agile sprints) in the future and can range from six to nine
months. The longer the release date of the feature, the more likely it will change.
Releases are defined by date, theme, and all scheduled features. The goal is to evaluate which
features will be delivered before the launch date.
Step 7: Plan Sprints (Iterations)
A typical sprint lasts between 1 and 4 weeks and must remain the same throughout the project, as it
allows teams to plan their future work with greater accuracy, based on their previous performance.
At the beginning of the sprint cycle, you and your team will create a list of backup items that they
believe can be added at this time, which will allow you to create functional software. Therefore, it is
easy to use one of the agile methodologies to deal with them (which we will see in more detail
below).
Sprint planning takes place at the beginning of each sprint cycle. For example, if you do a weekly
sprint, you schedule a planning session every Monday (or any day of the week you choose to start).
Step 8: Track Progress with a Daily Burn-down Chart
Communication with your team is crucial in agile methodology. When working on tasks during a
specific sprint, add updates to your tasks to inform your team of all relevant details.
Burn down chart is mostly used to track the progress of each sprint, working on the vertical axis and
the number of sprint days marked on the horizontal axis.
How to measuring progress in the Burn-down chart will of course depend on your project and the
type of team you manage.
They display the “burn-down” of each sprint (which helps team members see progress that has been
made) or the overall project, allowing the team to see at a glance if a particular sprints is too late or
too early.
You can also add a status update so that it can be communicated to the right people in the context
when the status of the task changes.
Load the documents related to the task in the update section or in the information boxes. You may
have to write a particular copy and another person’s task during the sprint is to modify it. Load your
final job to update your task and @mention the person responsible for editing, which will allow you
to easily share information and “download the key” from the end of the task to the beginning of the
task.
Thanks to the internal integration of Google Drive, you can use the same main document. Make sure
only one version is in circulation if you need more than one person.
Step 9: Daily Stand-up Meetings
In addition to communication on the platform, one of the principles of agile project management is
face-to-face communication. Schedule brief meetings of 10 to 15 minutes at the beginning of each
workday during which the team will meet, give an overview of what you did the day before and what
you will do that day. It is possible to highlight any specific problem that may benefit from the
contribution of the team, allowing maximum cooperation and support from colleagues.
Step 10: Sprint Review
Agile value of retrospection and learning from previous mistakes so that your team’s workflow and
practices can be continuously developed and improved. Sit down with your team at the end of each
sprint, check the taskbar and make sure everything is complete with a green mark or “Done”.
Here is a key to checking the initial plan to make sure all conditions are met. As the product owner,
you have the choice to accept or reject certain features. If something is wrong, ask why? How to
customize the next sprint so your team can reach your goals? Agility is about continuous learning and
repetition, that is, in their processes and products.
This will motivate your team and improve morale, visually indicating everything you have
accomplished. It’s also a good time to discuss anything that can be improved in the future and to
improve work processes based on feedback.
Step 11: Sprint Retrospective
In order for Agile to manage projects, you must have a clear step after each step. This is determined
during your sprint retrospective. Once the sprint is over and the features displayed, it’s time to
decide what to do. Did you learn during the sprint what changes your schedule or your initial vision
of the project?
Do not just plan, but also take the time to discuss how the previous sprint was done and how you
could improve in your next one.
The retrospective is a natural continuation of the review so that even though its stakeholders may
withdraw, the rest of the team must participate and give their ideas. It makes more sense that your
sprint retrospective happens just after the sprint check.
At this point, you need functional software that can send, receive comments, and schedule new
features or updates. This uninterrupted delivery, training, and construction is what makes Agile so
powerful. Instead of simply working through accumulation, you launch products and see how people
communicate with them. This means that instead of working on a product for a year just to launch it
and discover that some of the basic features are missing, you may be able to understand it after the
sprint and adjust it
Roles and Responsibilities of an Agile Team
• Product Owner: The product owner is responsible for representing the stakeholders and the
end customers. They define the product vision and roadmap, prioritize the product backlog,
and accept or reject the resulting work or outcome. They also manage stakeholders
expectation, communicate goals, and ensures the team is delivering maximum business
value.
• Scrum Master: The scrum master is responsible for managing the agile processes and
removing obstacles that prevent the development team from being productive. They
facilitate meetings, promote collaboration, and encourage the team to improve its practices.
In simple terms, they act as a binding force towards reaching conclusion of the project.
• Development Members/Developers: The developers are a cross-functional group that
carries out the actual work to build the product incrementally. They collaborate daily in
short, high-paced meetings to analyse, design, develop, test, and implement the user stories
from the product backlog. The development team are usually structured yet flexible and self
organized while carrying their task execution.
• Stakeholders: Stakeholders are individuals or groups who are impacted by the project. They
may be within or external to the organization. They provide feedback on the requirements
while reviewing progress of the project and also evaluate the final product. The stakeholders
are usually engaged and kept in loop to allow the project team to meet their required
business needs.
• Integrator: The integrator is responsible for technical integration of work by the
development team. They ensure that the software/hardware components fit together
properly. The integrator also makes sure the system meets quality standards and integrates
smoothly with external systems.
• Independent Auditor and Tester: The independent tester objectively evaluates the system to
ensure the quality of the product. They audit the product for bugs and flaws from an
unbiased perspective. The tester identifies defects and works with the team to get them
fixed.
Frameworks agile
1. Scrum
Scrum is one of the extensively used agile frameworks. It is primarily based on three pillars:
1. Transparency
2. Inspection
3. Model.
Scrum defines 3 roles: the product owner who represents the customer’s voice and prioritizes the
backlog; the scrum grasp who helps the scrum process and eliminates impediments; and the
improvement team supplies doubtlessly shippable increments of software program at the quit of
every dash.
Scrum additionally defines four activities:
1. Sprint Planning: Sprint planning where the crew plans what to do within the
subsequent dash.
2. Day-by-day: The day-by-day scrum in which the team updates every other on their
progress.
3. Dash Review: The dash review where the group demonstrates the product increment
to clients and stakeholders.
4. Sprint Retorspective: The sprint retrospective in which the crew reflects on a way to
enhance their performance.
Features:
1. Iterative and Incremental: Scrum divides the undertaking into fixed-period iterations
referred to as sprints, generally 2-4 weeks long, wherein teams produce a probably
shippable product increment.
2. Roles: It defines specific roles, consisting of Product Owner, Scrum Master, and
Development Team, with properly defined duties.
3. Artifacts: Scrum makes use of artifacts just as the Product Backlog, Sprint Backlog, and
the Increment to control work and music development.
4. Ceremonies: Scrum includes ceremonies including Sprint Planning, Daily Standup,
Sprint Review, and Sprint Retrospective to ensure collaboration and transparency.
2. Kanban
Kanban is another popular agile framework based on 4 principles:
1. Visualize the work
2. Limit the paintings in progress
3. Manipulate the go-with-the-flow
4. Enhance collaboratively
Kanban uses a visible board with columns that represent the degrees of the painting method, such as
to do, do, and finish.
Kanban additionally makes use of cards that represent the painting's objects, including functions,
bugs, or duties. Kanban limits the range of cards that can be in every column at any given time, to
prevent bottlenecks and waste. Kanban measures and monitors the waft of labor via metrics which
include cycle time, lead time, throughput, and work in development.
Features:
1. Visual Workflow: Kanban makes use of a visible board to manage painting gadgets,
permitting groups to song and optimize workflow.
2. Work-in-Progress Limits: Teams set limits on the wide variety of work objects in each degree
to keep an easy waft.
3. Continuous Delivery: Kanban specializes in turning in capabilities as quickly as they are
equipped, with minimum batch sizes.
4. Pull System: Work is pulled through the system as capability lets in, decreasing
overburdening and waste.
3. Crystal
Crystal is a circle of relatives of agile frameworks that emphasizes simplicity, verbal exchange, and
mirrored image. It is primarily based on seven homes: protection, common delivery, reflective
development, osmotic communication (casual verbal exchange), non-public interplay (face-to-face
conversation), awareness (on core competencies), and clean get right of entry to expert users.
Crystal also defines colorations together with crystal clean (up to eight people), crystal yellow (up to
twenty human beings), crystal orange (up to 50 human beings), crystal red (as much as 2 hundred
human beings), crystal maroon (up to one thousand human beings), and crystal diamond (up to 2000
humans).
Features:
1. Working Together: Developers group as much as collaborate, wherein they work in pairs,
improving the code and sharing know-how inside the team.
2. Quality-Centric Approach (TDD): Emphasizing the importance of excessive fines, code is
created alongside its associated exams. This ensures that the code now not only simplest
capabilities successfully but additionally meets the favored standards.
3. Smooth and Continuous Integration: The development manner seamlessly integrates
regular code updates and employs automated trying-out strategies, guaranteeing a
consistently reliable codebase.
4. Customer Engagement: Maintaining an ongoing and near partnership with the client, this
approach enables swift remarks and clean discussions about necessities to make sure they
align with the client's precise desires.
4. XP (Extreme Programming)
Extreme Programming (XP) is an agile framework that focuses on software engineering practices and
values. It is based totally on 5 values: conversation, simplicity, feedback, braveness, and appreciation.
XP is appropriate for tasks that have risky requirements, common remarks, excessive risk, and
technical complexity. XP allows teams to deliver first-rate software programs while additionally
enhancing their collaboration and competencies.
Extreme Programming
Features:
1. Collaborative Coding: Developers are part of forces by way of operating in pairs, enhancing
the first-class of the code even as promoting understanding sharing within the crew.
2. Test-First Approach (TDD): Prioritizing nice, code is crafted in tandem with checks, making
sure that it no longer works successfully but also meets the favored requirements.
3. Seamless Integration: The development manner includes frequent integration of code
changes, coupled with computerized trying out tactics to maintain an always dependable
codebase.
4. Client Partnership: An ongoing and near partnership with the customer is maintained,
facilitating quick remarks and explanations of necessities to make sure alignment with their
desires.
5. Adaptive Software Development (ADD)
Adaptive Software Development is a method to build complex software and system. ASD focuses on
human collaboration and self-organization. Adaptive software development (ASD) is a software
development process that grew out of the work by Jim Highsmith and Sam Bayer on rapid application
development (RAD).
Features:
1. ASD is a flexible way of making software that can easily change when needed.
2. ASD focuses on the end users' needs, the software is designed to be easy to use and
understand, making it more intuitive for people.
3. ASD's flexible approach helps teams to deliver the software on time
6. DSDM (Dynamic Systems Development Method)
DSDM (Dynamic Systems Development Method) is an agile framework that emphasizes
collaboration, conversation, and comments. It is based totally on nine principles: active person
involvement, empowered teams, common delivery, included checking out, iterative and incremental
improvement, achievable scope, prioritized requirements, stakeholder collaboration, and
timeboxing. DSDM additionally defines roles such as the business sponsor, the business imaginative
and prescient holder, the answer development team, and the answer support team.
Features:
1. Prioritized Features: DSDM places a strong emphasis on turning in the most crucial features
properly from the beginning, making an allowance for adjustments to the task's scope as
required.
2. Time Management: Projects are thoughtfully divided into unique time-certain increments,
ensuring a constant and predictable agenda.
3. Team Collaboration: DSDM fosters active collaboration with stakeholders all through the
mission's lifecycle, making sure that everybody's entry is valued.
4. Iterative Progress: Frequent iterations are hired, complemented by using comments loops to
make certain the mission stays aligned with ever-evolving necessities.
