Journal Article Review

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Question Description

Write Journal Article Review of journal article Managing Software Development with Agile Methods and Scrum attached here.

The review will discuss a summary of the article along with relevant points made by the author. It should offer a critique of the article and should give an application of the concept being discussed. This should be approximately 2-3 pages in length.

A suggested outline is:

Introduction
Summary of the Article
Relevant Points Made by the Author
Critique of the Article
Application of the Concepts


It must be in APA fromat with double spacing. It must be 2-3 pages in length. It must contain citation of references.

Unformatted Attachment Preview

240 Part 2 Planning Projects http://www.ambysoft.com/essays/agileProjectPlanning. html, accessed May 22, 2013. http://www.youtube.com/watch?v=IExA5fuWFgg, accessed May 22, 2013. http://jbep.blogspot.com/2010/01/rolling-wave-planning-or-sliding.html, accessed August 3, 2010. http://www.brighthub.com/office/project-management/ articles/8717.aspx, accessed August 3, 2010. http://office.microsoft.com/en-us/project-help/fasttrack-tasks-to-shorten-your-project-scheduleHA010036399.aspx, accessed August 3, 2010. http://en.wikipedia.org/wiki/Critical_Chain_Project_ Management, accessed August 3, 2010. Endnotes PMBOK® Guide 539. PMBOK® Guide 550. PMBOK® Guide 563. Adapted from Parviz Rad and Vittal Anantatmula, Project Planning Techniques (Vienna, VA: Management Concepts, Inc., 2005): 68–72. 5. PMBOK® Guide 559. 1. 2. 3. 4. 6. 7. 8. 9. 10. 11. PMBOK® Guide 557. PMBOK® Guide 559. PMBOK® Guide 535. PMBOK® Guide 540. PMBOK® Guide 536. Ken Schwaber and Mike Beedle, Agile Software Development with Scrum (Prentice Hall, 2001). PROJECT MANAGEMENT IN ACTION Managing Software Development with Agile Methods and Scrum The Scrum process was described for use in agile software development by Ken Schwaber and Mike Beedle. Exhibit 8.21 illustrates the Scrum process. In practice, many agile methods and variations are utilized, but they all share a basis in iterative development, extensive verbal communication, team interaction, and the reduction of resource-intensive intermediate products. Agile software development methods attempt to minimize risk via short time boxes called iterations or Sprints. Typically, the time boxes are from one to a maximum of four weeks and usually include numerous subtasks. Each Sprint is frequently like a software development project in and of itself and includes planning, requirements analysis, design, E X H I B I T 8. 2 1 SCRUM APPROACH TO NEW PRODUCT DEVELOPMENT PROJECTS Prioritized Backlog Sprints 5–20 Day Cycle with Daily SCRUM Sessions Integration & QA Testing Incremental Product Source: Adapted from Ken Schwaber and MikeBeedle, Agile Software Development with SCRUM (Prentice Hall, Upper Saddle River, NJ 2001). Chapter 8 Resourcing Projects coding, testing, documentation, and validation of deliverables. Some iterations may generate new products or capabilities, but most are integrated into larger groups to be released as new products. Scalability is one of the benefits of the approach, and another is the opportunity to reevaluate priorities in an incremental fashion. This technique, therefore, can be used effectively for software maintenance and enhancements, as well as new product development. Scrum is facilitated by a scrum master who organizes the project like any good project manager. This person has the primary task of removing impediments to the ability of the team to deliver the Sprint goal and project objectives. The scrum master is not necessarily the leader of the team in the traditional formal sense (as the teams are self-organizing), but acts as a productivity buffer between the team and any destabilizing influences. This encourages the emergence of informal leadership and team cohesiveness. Scrum includes the following elements, which define the process: • • • • • A dynamic backlog of prioritized work to be accomplished The use of short iterations or Sprints A brief daily meeting or Scrum session during which progress is explained, upcoming work is described, and impediments are identified and if possible immediately resolved A brief planning session during which the prioritized backlog of items for the Sprint is identified and further defined by the team A brief retrospective during which all team members reflect about the past Sprint and any design or other influences on future Sprints or objectives This approach keeps everyone on the team engaged and focused. It works very well when everyone is co-located to facilitate verbal communications, but has been shown to work well in virtual teams or geographically dispersed teams as well. The emphasis on verbal communications has proven to be particularly useful for international teams where written communications alone may not be clearly understood. The use of video conferencing and virtual development environments is also beneficial in these situations. 241 Agile software development teams include all resources necessary to accomplish the tasks and finish the software product. This includes designers, architects, analysts, testers, technical writers, managers, and customers (the people who define the final product). The primary metric for progress in this environment is working software based on the scope as identified in the Sprints. Schedules and other resources are based on accomplishing the Sprints and removing impediments. With their preference for verbal communications, agile methods produce little written documentation relative to other methods. That is not to say that the team produces no documentation, as it is important to have requirements, design, and other aspects of the software product documented to facilitate maintenance and support and in some cases to meet industry regulatory compliance requirements. This reduced emphasis on documentation has resulted in criticism of agile methods as undisciplined or, as some have called it, “cowboy coding.” As a rule, this does not seem to be the case in practice because, if properly implemented, the requirements are documented in the prioritized backlog; the design is documented in the Sprints and Scrum sessions; and the testing, user, and technical documents complete the documentation set. It is important to note that the use of a scribe during Scrum sessions, planning, or retrospective sessions is vital to capture what is transpiring, since the sessions tend to be short and intense by nature. Many companies have now embraced the agile methods to reduce development time, foster innovation, and reduce development risk. One example is a Seattle-based company that has utilized Scrum to shorten development cycle time and improve quality for software deliveries to its clients. It uses Sprints to group similar requirements and provide a two-week window of work for its developers. Daily Scrum sessions help it stay focused and deal immediately with impediments. This works ideally, in that it keeps task scope to a minimum for the developers, and everyone on the team is aware of what is transpiring throughout the development process. This has shortened development time and led to more rapid release of products and enhancements to the clients, thus reducing development costs and improving margins. 242 Part 2 Planning Projects Another example is an Ohio company that utilizes agile methods and Scrum for software development for clients in the highly regulated pharmaceutical, bio-tech, and medical device industries. A recent software system developed to be used in manufacturing data acquisition and control for products requiring complete traceability, including raw materials and processes, was designed and developed in five months to beta delivery. The software will ultimately track and control all of the company’s production when fully implemented. The system was put into a pilot manufacturing line. It was working within thirty minutes of software installation and processed product through the pilot production facility the same day without a glitch. The system was delivered essentially bug-free. This was unheard of previously using traditional development methods and would have taken a year or more to get to beta delivery, Source: Warren A. Opfer, CCP, PMP®. with many more issues. The company accounts for this success due to the use of the agile process, Scrum, and thorough quality testing. The requirements in this regulated environment were developed in a traditional manner; however, once the requirements were approved by the client management, the Scrum approach was used, which represented a departure from the traditional waterfall approach. Each module of the system was developed separately using the Scrum approach by focusing on developing a few design elements at a time rather than trying to focus on the entire system design at once. In this way, the development team could focus and accomplish a few things at a time and leave the big picture design and architecture to the scrum master and development management. Use of this approach exceeded all expectations.11 ...
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CASIMIR
School: University of Virginia

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Review

Anonymous
Tutor went the extra mile to help me with this essay. Citations were a bit shaky but I appreciated how well he handled APA styles and how ok he was to change them even though I didnt specify. Got a B+ which is believable and acceptable.

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