Project Management Issues While Using Agile Methodology

Abstract

Software engineering has many software development life cycle (SDLC) models to develop a software application and the latest SDLC models have been provided by agile methods. The agile methodology has been introduced due to some existing lacks in software development. Now agile methodology is used to overcome these deficiencies and improve software development. The use of the agile methodology is increased within software industries due to its distinctive features such as enabling change requests from the client at any stage of a project, client satisfaction, iterative development, and clientdeveloper interaction. Another reason for agile adoption is the methods that are being used for agile software development. These methods include Scrum, Feature drive development, Extreme programming, and Dynamic system development methods. However, the agile methodology has some issues for project development and management. In this study, we discuss all these issues which are related to agile methods and individuals (i.e. team and developer). Further, we suggest the possible improvements that need to be introduced in the agile methodology. We believe such improvements is to make the agile methodology more productive for development environments.

Scaling scrum with a customized nexus framework: A report from a joint industry‐academia research project

“…In point of fact, it has been widely discussed in the literature that a large‐scale agile transformation is challenging for mature bureaucratic corporations where well‐established structures and routines hinder the full adoption of an “off‐the‐shelf” framework 13,55,60,62–65 . Therefore, instead of taking on an entire framework, large organizations often develop hybrid approaches depending on contextual criteria, where a customized agile method and traditional project management practices co‐exist in different configurations alongside each other 4,12,13,63,65–68 . However, guidance on applying any of the “off‐the‐shelf” frameworks outside of its prescribed process hardly exists, 51 while practitioners rarely have expertise in situational method engineering 5,8,14 and thus have to resort to unstructured approaches.…”

“…13,55,60,[62][63][64][65] Therefore, instead of taking on an entire framework, large organizations often develop hybrid approaches depending on contextual criteria, where a customized agile method and traditional project management practices co-exist in different configurations alongside each other. 4,12,13,63,[65][66][67][68] However, guidance on applying any of the "off-the-shelf" frameworks outside of its prescribed process hardly exists, 51 while practitioners rarely have expertise in situational method engineering 5,8,14 and thus have to resort to unstructured approaches. Unfortunately, taking account of difficulties in anticipating what method fragments to choose and how to combine them effectively, 69 ad hoc tailoring usually does not bring expected software process improvements.…”

Influencia de las elecciones aceleradas en la producción de software: repercusiones en la excelencia y rendimiento del producto.

“…En efecto, los modelos ágiles se caracterizan por aceptar solicitudes de cambio en cualquier etapa del proyecto, haciéndolo iterativo, permitiendo la interacción con el cliente y el equipo de desarrollo. Por lo general, estos cambios al no ser parte de los requerimientos iniciales del producto aumentan el costo, siendo un inconveniente para el equipo, ya que tanto costo como esfuerzo se estiman y fijan al inicio del proyecto, lo que a la larga terminan afectando en la eficiencia del producto (Aziz et al, 2022).…”