If you were an Agile consultant helping a large company to scale agile projects,

Question

If you were an Agile consultant helping a large company to scale agile projects, according to the Agile Scaling Model described in the textbook chapter 11, what would you recommend for the development lifecycle? (10 points)

Hint: "Who" manages "what" through "which" process?

In addition, what type of organizational design of Agile team would you recommend in order to manage large agile teams? (6 points)

Hint: "Who" should be in "feature teams" and who should be in what types of "specialty teams?"

Assumption: the company delivering financial software management services has the following traditional roles: QA testers, developers, operation/support staffs, product mangers, project managers, architects, integration/infrastructure engineers

Explanation / Answer

Agile methodologies arose from the requirement to develop software package applications that might accommodate the fast evolution of the net. Agile is, in a way, a variant of unvarying life cycle wherever deliverables square measure submitted piecemeal. The most distinction is that agile cuts delivery time from months to weeks. Firms active agile square measure delivering software package product and enhancements in weeks instead of in months. Moreover, the agile declaration coated development ideas other than the delivery life cycle, like collaboration, documentation, and others.

The development lifecycle:

Check in

Daily build

Accepted build

Iteration

Project

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