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User-Centred Agile Development
The agile development aims of efficiency and reduced overhead overlaps with
principles of lean development ( as presented in, e.g., Hines, Holweg, & Rich, 2004).
Some view lean as part of the agile mindset while others argue lean is a separate
mindset more focused on production flow. Agile and lean share focus on continuous
improvement as well but with different perspectives; agile methods focus on software
development while lean is focused on product development in general. In this section,
we discuss combining agile and UCD with focus on software development.
agile core PrinciPleS
The Agile Manifesto of 2001 declared 12 principles, summarized as: ( 1) satisfy
the customer, ( 2) welcome changed requirements, ( 3) deliver software frequently,
( 4) involve businesspeople daily, ( 5) trust team members and ensure their motivation, ( 6) use face- to-face communication, ( 7) measure progress in working software,
( 8) keep a sustainable pace, ( 9) continuous attention to quality, ( 10) keep it simple,
( 11) use self-organized teams and ( 12) do regular effectiveness reflections ( Beck
et al., 2001). Overarching these were four values: individuals over process, working
software over unnecessary documentation, change response over following a plan
and customer collaboration over contract negotiations. Since then, the agile values
have been updated to the following modern agile principles ( Modern Agile):
1. “ Make People Awesome”
2. “ Make Safety a Prerequisite”
3. “ Experiment & Learn Rapidly”
4. “ Deliver Value Continuously”
The focus of the Modern Agile community is aiding costumers to be great at what
they do, no longer simply on creating a great product ( ModernAgile). As such, the
separation between the costumer and the team ( as a supplier) is minimized over time.
Earlier, agile development was ended when the costumer was satisfied with the supplied solution. Today, one recognizes delivery is continuous throughout the lifecycle
of a solution. This has inspired DevOps practices of merging development and IT
operations by deploying features into production quickly and continuously correct
problems. A modern agile process is ended when the decision is made to discard or
redevelop a solution.
the agile ProceSS
There are different ways of organizing the agile teamwork to support the agile principles, and as such there are infinite variants of the agile processes. Some popular agile
frameworks are Extreme Programming ( XP), Scrum and Kanban ( Agile Alliance):
• Scrum is a widely known framework. The Scrum model is focused on facilitating self-organizing short push-iterations ( sprints) – including efficiency
reviews and team roles. The team delivers new software to the costumer at
certain time intervals.
User-Centred Agile Development
The agile development aims of efficiency and reduced overhead overlaps with
principles of lean development ( as presented in, e.g., Hines, Holweg, & Rich, 2004).
Some view lean as part of the agile mindset while others argue lean is a separate
mindset more focused on production flow. Agile and lean share focus on continuous
improvement as well but with different perspectives; agile methods focus on software
development while lean is focused on product development in general. In this section,
we discuss combining agile and UCD with focus on software development.
agile core PrinciPleS
The Agile Manifesto of 2001 declared 12 principles, summarized as: ( 1) satisfy
the customer, ( 2) welcome changed requirements, ( 3) deliver software frequently,
( 4) involve businesspeople daily, ( 5) trust team members and ensure their motivation, ( 6) use face- to-face communication, ( 7) measure progress in working software,
( 8) keep a sustainable pace, ( 9) continuous attention to quality, ( 10) keep it simple,
( 11) use self-organized teams and ( 12) do regular effectiveness reflections ( Beck
et al., 2001). Overarching these were four values: individuals over process, working
software over unnecessary documentation, change response over following a plan
and customer collaboration over contract negotiations. Since then, the agile values
have been updated to the following modern agile principles ( Modern Agile):
1. “ Make People Awesome”
2. “ Make Safety a Prerequisite”
3. “ Experiment & Learn Rapidly”
4. “ Deliver Value Continuously”
The focus of the Modern Agile community is aiding costumers to be great at what
they do, no longer simply on creating a great product ( ModernAgile). As such, the
separation between the costumer and the team ( as a supplier) is minimized over time.
Earlier, agile development was ended when the costumer was satisfied with the supplied solution. Today, one recognizes delivery is continuous throughout the lifecycle
of a solution. This has inspired DevOps practices of merging development and IT
operations by deploying features into production quickly and continuously correct
problems. A modern agile process is ended when the decision is made to discard or
redevelop a solution.
the agile ProceSS
There are different ways of organizing the agile teamwork to support the agile principles, and as such there are infinite variants of the agile processes. Some popular agile
frameworks are Extreme Programming ( XP), Scrum and Kanban ( Agile Alliance):
• Scrum is a widely known framework. The Scrum model is focused on facilitating self-organizing short push-iterations ( sprints) – including efficiency
reviews and team roles. The team delivers new software to the costumer at
certain time intervals.