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\title{Do Agile Worth: A Survey of Three Agile Methods}
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\begin{document}

             \author[1]{Mr. BODJE NKAUH  NATHAN-REGIS}

             \author[2]{V.  Balaji}

             \author[3]{Mr. BODJE NKAUH  NATHAN-REGIS}

             \affil[1]{  Christ University, Bangalore - India.}

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\date{\small \em Received: 16 December 2011 Accepted: 4 January 2012 Published: 15 January 2012}

\maketitle


\begin{abstract}
        


Agile methods are Group of software development methodologies based on iterative development, where requirements and solutions evolve through collaboration between self-organizing cross-functional teams.Today, the debate continues again about how much agile method worth? Is it really true that the software development in agile way have real advantages? As Craig Larman said as foreword in Patterns of Agile Practice Adoption, The Technical Cluster writes by Amr Elssamadisy": "Many confuse the heart of 'Agile' with practices rather than values; yet the essence of Agile methods is the four values ". The agile Manifesto describes four values, which sustain all the methods agile. This article with the help of a survey conducted in a poll of the "agile practitioners" will demonstrates until where the agile values influences the production software in a study of 3 factors : Team, Usage and Organization.

\end{abstract}


\keywords{Agile methods, software metrics, Extreme Programming, Scrum Methodologies, Lean Software Development.}

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\let\tabcellsep& 	 	 		 
\section[{Introduction}]{Introduction}\par
he need for better quality of software has given rise to many software methodologies. During (40) forty years we observe the proliferation of methods in the software development life cycle (Fig 1  {\ref .}1). Some of these methods have been characterized \hyperref[b0]{1} as hard (technically oriented), soft (human-centred), hybrid (the combinaison of hard and soft) and specialized (application oriented). The present paper reports our finding about three factors: Team, Organization and Usage. 
\section[{II. Factor In Study}]{II. Factor In Study}\par
By analyzing the agile values and principles with the Toyota Production System; we have found four factors in which the study was done. Here we present the three main factors studied: Organization, Team and Usage.\par
O Organization, means how the decision is taken. How the IT industry using Agile manage their business and also seeing the emergence of Toyota way organization. Team, was a factor which is expected to take care of all domain member like developer, tester, quality manager etc. how they interact and improve their work by using agile methodology.\par
Usage, is the criteria of practice and techniques. What are the methodologies practices and is their any similar or difference with the practice given under the Toyota way. This criterion includes the perception of success. Usage takes also in compt the tools support by the agile methodology, to review if there are in the same goals of the Toyota way. 
\section[{a) Factor 1: Organization}]{a) Factor 1: Organization}\par
The term Self-organizing for defining agile methods introduces a notion to the management. The emergent nature of agile methodologies means that agile software development is in fact a learning experience for each project. In a case of XP (Beck 1999b) said "Any resistance against XP practices and principles on behalf of project members, management or customer may be enough to fail the process". This makes sense that the way we manage the production system will impact the result of the end-product.\par
The concept behind scrum is drastic simpli especially self organizing team, Since Scrum does not require any specific engineering practices, it can be adopted to manage whatever engineering practices are used in an organization. (Schwaber and Beedle 2002).\par
Lean organization split into three generic layers how to manage their responsibilities and purposes \hyperref[b2]{3}  Scrum is a method suitable for small teams of less than 10 engineers2. Rising and Janof (2000) suggest that "Clearly, [Scrum] is not an approach for large, complex team structures, but we found that even small, isolated teams on a large project could make use of some elements of Scrum. This is true process diversity"\par
XP is aimed for small and medium sized teams. Beck (1999b) suggests the team size to be limited between three and a maximum of twenty project members.\par
According to the way some agile practitioners have understood agile methodologies as they used them in real practice; We can say that agile do not require a team with more people because Communication and coordination between project members should be enabled at all times. If more people are available, multiple teams should be formed. The physical localization of the teams is impacting also the end-product development. c) Factor 3: Usage MnKandla, 2006 presented an evaluation technique which permit to reveal the similarities among extreme programming, lean development and scrum. The figure of the table below classifies the practices using the superscript 1,2,3,4 and 5.\par
The same superscript implements the same agile principle. "1" represents practices that deal with planning issues such as requirements gathering. The three methods shown here use different terms but the principle is to capture minimal requirements in the simplest available way and start coding. "2" represents practices that deal with improvement of quality in terms of meeting the volatile requirements. "3" represents practices that facilitate freely working together of developers, effective communication, empowered decision-making, and team dynamics issues. "4" represents practices that deal with quick delivery of the product. "5" represents practices that deal with agile quality assurance property of ensuring that the product is improved continuously until deployment.  
\section[{Result Of Evaluation a) Descriptive Analysis}]{Result Of Evaluation a) Descriptive Analysis}\par
General view of data: The population was constituted of 43\% of Team manager and 39\% are programmer, with 53\% of them with the maturity on agile between 2 to 5 years, the method use in order are SCRUM (31\%), XP (23\%) LEAN (14\%) and OTHER (12\%). Factor 1 = Organization Criteria Factor 2 = Usage Criteria Factor 3 = Team Criteria Summated Scales: The plot below split show the summated scaled for the factors studied. The plot show that the average cases of the survey (in purple) are more than the average (Minimum required) for all Factors. We can notice a weak presence of unfavorable cases. We have also notice that more than 50\% of the respondent are agree with the questions under the each factor (organization, usage and team). The result shows that the Three (3) factors have really an impact on the quality of production. This can mean that put in different side; agile methods have also greater impact like TPS in producing quality. \begin{figure}[htbp]
\noindent\textbf{1112}\includegraphics[]{image-2.png}
\caption{\label{fig_0}Fig 1 . 1 Fig 1 . 2}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{21}\includegraphics[]{image-3.png}
\caption{\label{fig_1}Fig 2 . 1}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{22}\includegraphics[]{image-4.png}
\caption{\label{fig_2}Fig 2 . 2}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{31}\includegraphics[]{image-5.png}
\caption{\label{fig_3}Fig 3 . 1}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{}\includegraphics[]{image-6.png}
\caption{\label{fig_4}J}\end{figure}
 		 		\backmatter   			 
\subsection[{Acknowledgements}]{Acknowledgements}\par
The authors would like to thank everyone, just everyone! 			  			 \par
Subburaj R. \hyperref[b3]{4} give this formula for the quality rate (Q) = Number of good parts produced / total produced. We adapt this formula to our case to calculate the quality improvement factor (Qi) = mean observed / Maximum expected\par
The tables below give the measurement of how much production can be improve in agile depending of the factors. The survey conducted was in the form of likert scales from 1 to five. So the negative answer will be less than 3 point. In resume: 'Agile Organization' contributes at 71\%, 'Agile Usage' contributes at 70\%, 'Agile Team' contribute at 72\%. 
\subsection[{IV.}]{IV.} 
\subsection[{Conclusions a) Threat to validity}]{Conclusions a) Threat to validity}\par
There are several major threats to the validity of this study. First, the instrument to measure agile methods is new and untested, so its reliability cannot be fully determined in advance. Second, the improvement relative of the software production was not compared with any late production result. Third, the respondents are self-selected, so there may be some bias towards the use of agile methods. Fourth, survey research may or may not be the best research method to analyze the impacts of agile methods, in lieu of quantitative methods, which yield richer experiences. Sixth, the statistical analysis may not be sensitive enough to measure greatly the variations in the data we collect. 
\subsection[{b) Summary}]{b) Summary}\par
This full research has generated a numbers of contributions; the literature reviews, the framework developed and the analysis of the survey result. The Technique developed for this evaluation was specially built to this work and can be modified for further more experimentation of agile methods. Using a survey method, we are providing raw data from the respond by many agile practitioners working in different places and in different project; this non homogeneity of the population survey gives general view of how agile worth. The analysis gives a comfortable representation of the impact of agile to organization, team and usage in the IT industry. This work can be view as a complementary support of same authors paper 5 accepted in the International Journal of Engineering Science and Technology (IJEST).			 			  				\begin{bibitemlist}{1}
\bibitem[Avison et al. ()]{b0}\label{b0} 	 		\textit{},  		 			\& Avison 		,  		 			Fitzgerald 		,  		 			Berki 		.  	 	 		\textit{Georgiadou \& Milankovic-Atkinson}  		2003. 1995.  	 
\bibitem[Bodje and Nathan-Regis (2012)]{b4}\label{b4} 	 		\textit{},  		 			N'kauh Bodje 		,  		 			Nathan-Regis 		.  	 	 		\textit{International Journal of Engineering Science and Technology (IJEST)}  		January 2012. 4  (01) .  	 
\bibitem[Agile Software Development : Best Practices for Large Software Development Projects. Thomas Stober and Uwe Hansmann]{b2}\label{b2} 	 		\textit{Agile Software Development : Best Practices for Large Software Development Projects. Thomas Stober and Uwe Hansmann},  				 	 
\bibitem[Agile software development methods Review and analysis; Pekka Abrahamsson Outi Salo & Jussi Ronkainen]{b1}\label{b1} 	 		‘Agile software development methods Review and analysis; Pekka Abrahamsson’.  	 	 		\textit{Outi Salo \& Jussi Ronkainen}  		 	 
\bibitem[Subburaj]{b3}\label{b3} 	 		\textit{Total Quality Management. Tata McGraw-Hill Education Pvt Ltd},  		 			R Subburaj 		.  		Noida, Uttar Pradesh, India.  	 
\end{bibitemlist}
 			 		 	 
\end{document}
