Five Myths of Agile Development

Five Myths of Agile Development

Cover
As with any significant industry shift, the transition to agile development is associated with a tremendous amount of fear, uncertainty and overall doubt as to its effectiveness. Because agile techniques force organizations to rethink traditional approaches to software development, many businesses continue to shy away from this approach, clinging to the safety of more conservative development techniques. This white paper is based on experience with hundreds of teams around the globe including many of the Fortune 100 and presents five commonly held myths associated with agile development. Gain insight into the realities of agile development and how it can benefit your organization. Explore the importance of planning, estimation, prioritization, and delivery discipline for comprehensive agility. Learn how agile practices can improve project visibility, productivity, value, quality, and reduce overall risk.

Author

Robert Holler President and CEO, VersionOne Robert Holler is president and CEO of VersionOne, recognized by Agile practitioners as the leader in Agile project management tools. Mr. Holler has more than twenty years of enterprise software experience, and for more than a decade, Mr. Holler has been VP of Development, CTO, and CEO of several leading-edge enterprise software firms. Mr. Holler’s career in the software arena encompasses working as a consultant, developer, tester, technical writer, DBA, development manager and senior executive with organizations such as Andersen Consulting, Ockham Technologies, Tango Networks, and Clarus Corporation. Through these positions and experiences, Mr. Holler became familiar with Agile methodologies and iterative development processes early on, and it was his enthusiasm for Agile software development that led to the founding of Atlanta-headquartered VersionOne in 2002.
Vendor:
VersionOne Inc.
Posted:
15 Oct 2008
Published:
26 Sep 2008
Format:
PDF
Length:
5 Page(s)
Type:
White Paper
Language:
English
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