9 Myths About Agile
Setting the record straight on the most common misconceptions about an increasingly popular—and controversial—approach to software development.
Agile has proven a polarizing force since a group of veteran software developers first proposed it in 2001 as a reaction to traditional “Waterfall” development, which they perceived as slow and dysfunctional. Unlike the Waterfall method, Agile encourages rapid and flexible responses to changing business needs and user requirements.
Some in both the IT and business communities are justifiably enthusiastic about achieving desired results more quickly, and welcome the move away from traditional software development approaches. Others are vehemently opposed to Agile for a variety of reasons, including that it requires making disruptive changes to established processes and may place additional burdens on users.¹ The reality of Agile probably lies somewhere in the middle.
Certain myths permeate the often-heated discussions taking place among IT and business leaders considering Agile.
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