Adaptive Software Development (ASD)

2000

N/A

Adaptive Software Development: A Collaborative Approach to Managing Complex Systems

Adaptive Code: Agile coding with design patterns and SOLID principles (Developer Best Practices)

Evolution of ADS

N/A

General Overview:

Agile-Agile Hybrid

?

20%

Effective Project Management: Traditional, Agile, Extreme, Hybrid

What is Hybrid Agile, Anyway?

Depends on the frameworks

General Overview:

*Technically, Scrumban is an Agile-Agile Hybrid.

Agile Manufacturing

?

N/A

Agile Manufacturing

–

General Overview:

1. Modular Product Design
2. Information Technology/ Automation
3. Corporate Partners
4. Knowledge Culture

Places a strong focus on rapidly responding to customers with short production timeframes and design turnaround. It has a strong relationship with Lean Manufacturing, but with more flexible development and processes. It can be used with Lean or an enhancement to Lean.

Appears to be related to the rise of rapid prototyping ability of 3D printers. My cynical side tells me it is just Lean with 3D printers, given an Agile name to sound fancy and modern.

Agile-Waterfall Hybrid

?

N/A*

Blending Agile and Waterfall

Hybrid Waterfall

Agile/Waterfall Hybrid Approach

Usually a project manager and typical waterfall/predictive supporting staff

General Overview:

*It has been my experience that most people who claim to do Scrum, actually do an Agile-Waterfall Hybrid approach. Scrum is the largest reported framework in use. It is my belief this is the actual largest in use. I have been on more than a few “Scrum” teams with a Project Manager and no Sprints.

Agnostic Agile

–

N/A

Agnostic Agile

Thinking Beyond the Agile Manifesto – Agnostic Agility

Undefined

General Overview:

12 Principles of Agnostic Agility:

1. To put my customer first, making them independent.
2. To do my best, complementing theory with practical experience.
3. To tailor agility to context.
4. To understand hindering constraints and work to remove them.
5. To share, learn and improve.
6. To respect frameworks and their practitioners.
7. To acknowledge unknowns and seek help.
8. To never mislead and to never misrepresent.
9. To remember that agility is not the end goal.
10. To acknowledge that dogmatism is non-agile.
11. To recognize that there is more to agile than agile.
12. To give to the community as it has given to me.

Blended Agile

Crystal / Crystal Methods / Crystal Clear

–

N/A

Crystal Clear: A Human-Powered Methodology for Small Teams (Agile Software Development Series): 1st (first) Edition

Agile Framework Crystal

Undefined

General Overview:

Complexity Leadership / Complex Adaptive Systems (CAS)

2001

N/A

Complex Systems Leadership Theory: New Perspectives from Complexity Science on Social and Organizational Effectiveness (Exploring Organizational Complexity)

Complexity Leadership

Complexity Theory: The Most Important Part of Agile

Organizational Level

General Overview

1. Good Enough Vision
2. Minimum Specifications
3. Self-Organization
4. Wicked Questions
5. Shadow Systems
6. Emergence

CVSAgile

?

N/A

?

–

General Overview:

The focus is on trying to remove red tape/bureaucracy.

Disciplined Agile Framework (DA) – Disciplined Agile Delivery (DAD)

2009

N/A

Introduction to DAD

Disciplined Agile Delivery

Team Lead, Product Owner, Team Member, Architecture Owner, Stakeholder

General Overview:

This is a hybrid approach intended to put people first and make learning a strong focus of the process. It is built more for large distributed organizations.

The governing body of this approach and the associated educational materials is now owned by the Project Management Institute (PMI)

Domain-Driven Design (DDD)

2004

N/A

Implementing Domain-Driven Design

Domain-Driven Design: Tackling Complexity in the Heart of Software

Domain-Driven Design

–

General Overview:

• Focus on the core domain and domain logic
• Base complex design on models of the domain
• Constantly collaborate with domain experts in order to improve the application model and resolve any emerging domain-related issues

Builds upon Object-Oriented Analysis and Design. The aim is to make the creation of complex applications easier by connecting related pieces or modules together in a constantly evolving model. It encourages iterative development.

Dynamic Systems Development Methodology (DSDM)*

1994

N/A

AGILE: Agile Project Management, Kanban, Scrum, Kaizen (DSDM Atern, Agile Project Scope, Agile Software, Full Value Chain, Forecasting with Kanban, Scrum Roles, Scrum Artifacts, Sprint Cycle)

DSDM: Dynamic Systems Development Method: The Method in Practice

DSDM Handbooks

A Full Lifecycle Agile Approach: Dynamic Systems Development Methodology (DSDM)

Business Sponsor, Business Visionary, Project Manager, Technical Coordinator, Business Analyst, Team Leader, Solution Developer, Business Ambassador, Solution Tester

General Overview:

1. Focus on the business need
2. Deliver on time
3. Collaborate
4. Never compromise quality
5. Build incrementally from firm foundations
6. Develop iteratively
7. Communicate continuously and clearly
8. Demonstrate control

DSDM was created in part due to issues with Rapid Application Development (RAD).  Its focus is on the full project lifecycle from beginning to end. Originally created for software development, it has been pushing further outside of that realm.

Uses well beyond software engineering projects, with expansions in program management, service delivery, and more.

*They just call it DSDM now

Extreme Programming (XP)

http://www.extremeprogramming.org/

Extreme Programming (XP)

General Overview:

5 Core Values –  Simplicity, Communication, Feedback, Respect, Courage

Extreme Programming focuses on bringing in best practices to software engineering. It stresses code refactoring and paired programming. Highly values teamwork, collaboration, and shared workspaces.

12 Practices of XP

1. Pair Programming
2. Planning Game
3. Test Driven Development (TDD)
4. Whole team
5. Continuous Integration
6. Refactoring
7. Small Releases
8. Sustainable Pace
9. Collective Code Ownership
10. Coding Standard
11. Simple Design
12. System Metaphor

FAST Agile

?

N/A

FAST Agile Scaled Technology

Product Director, Stakeholder, Developer, Tribe Resource, Swarm Steward, Feature Steward

General Overview:

• Do the right thing
• Be a team player
• Be a T-Shaped player
• Strive for excellence in your craft

FAST Principles:

• The right people will work on the right stories
• The right discussions will happen at the right time, with the right people to resolve dependencies and emerge the design
• Whatever happens, is the only thing that could have
• Work will emerge and get done in the order that it needs to happen

FAST Agile has a strong focus on trusting the developers and self-organizing teams. Its creation was inspired by Open Space Technology; a method for organizing and running meetings that stresses the importance of focusing on a specific and important task.

Origins of Spotify Squad

Feature Driven Development (FDD)

1997

N/A

A Practical Guide to Feature-Driven Development

Practical Guide to FDD

FDD and Agile Modeling

–

General Overview:

1. Develop an Overall Model
   • Output: High-Level Object Model and Notes
2. Build a Features List
   • Output: List of Features grouped into sets and subject areas
3. Plan By Feature
   • Output: Development Plan; Class and Feature Set Owners
4. Design By Feature
   • Output: Design Package
5. Build The Feature
   • Output: Programming, Testing, Packaging

Aimed at optimizing customer value by focusing on the features delivered.

Four Disciplines of Execution (4DX)

The Four Disciplines of Execution Book 

The 4 Disciplines of Execution

Execution is the key! The approach of 4DX

Organization-Wide

General Overview:

1.  Focus on the wildly important
2.  Act on the lead measures
3.  Keep a compelling scoreboard
4.  Create a cadence of accountability

4 Challenges:

1. Managers and work teams don’t know the goal
2. Managers and teams don’t know what to do to achieve the goal
3. They don’t keep score or track of key measures of success
4. They are not held accountable

Focuses on creating a “Culture of Execution” that embeds the disciplines into an organization. A common approach is brought in at every level of the organization. This is not a project approach, but a whole organizational approach.

Iterative Model / Iterative Development

1980’s

3%

Iterative Model

–

General Overview:

It may begin with an initial large release of a product. That product may be built upon in iterations, progressively adding features. Those features may not be released until a new version, or they may be released after each iteration incrementally building the software up.

Kanban (Agile Kanban, Just In Time Delivery)

1940’s in Lean as JIT Manufacturing

5%

Real-World Kanban: Do Less, Accomplish More with Lean Thinking 

Certified Kanban Coach; The Official Training Material

Toyota Production System

What is Kanban?

Organization-Wide or Project-Wide

General Overview:

• Define and Visualize the Workflow
• Limit Work-In-Progress (WIP)
• Measure and Manage Flow
• Make Process Policies Explicit
• Use Models to Suggest Improvement

The first thing you need to know about Kanban is that it does not require the use of a kanban board and it is more than just the kanban board. You should only have a visual method of displaying work progress, the kanban board is one such method.

It is a non-iterative Agile process that can also be incremental. It models a more natural way to work with a continuous flow. It is flexible enough to be used outside of projects or as an entire organizational Agile approach.

Large Scale Scrum (LeSS)

2002 – 2005

–

More Information:

Large-Scale Scrum: More with LeSS (Addison-Wesley Signature Series (Cohn)) 

LeSS principles

LeSS overview

Primary Roles:

Feature Team, Product Owner, Area Product Owner, Scrum Master

General Overview:

• Queueing Theory
• Large Scale Scrum is Scrum
• Transparency
• More with Less
• Whole Product Focus
• Customer Centric
• Continuous Improvement Towards Perfection
• Lean Thinking
• Systems Thinking
• Empirical Process Control

Lean Software Development

1980’s/1990’s

N/A

Lean Architecture: for Agile Software Development 

Implementing Lean Software Development 

7 Core Concepts of Lean

7 Guiding Principles of Lean Development

–

General Overview:

• Eliminate Waste
• Keep Learning
• Defer Decisions
• Deliver Fast
• Empower the Team
• Build Integrity In
• See The Whole

This is not so much a framework or methodology as it is a set of guiding principles.

The Mercurial Perspective

Conceptual (2017-2019)

0%

The Mercurial Perspective

Principles of the Mercurial Perspective

Kanban: The Mercurial Perspective

General Overview:

1. Treat Humans Like Humans
2. Engage in Constant and Shared Learning
3. Continuously Work to Improve Based on Past Results
4. Strive to be Transparent in Your Thoughts, Actions, and Statuses
5. Unite the Organization Under the Shared Motivations
6. Embrace the Idea that From Quality Comes Customer Satisfaction
7. Limit Bureaucracy by Simplifying and Streamlining Your Processes
8. Do Not Limit Options for the Sake of Agility
9. Expect Change and Adapt in the Most Efficient and Knowledge-Driven Method

An enhancement to Kanban that I created/ am creating. The continuous workflow of Agile Kanban / Just in Time Delivery with a set of principles and practices to become a more human-centered and streamlined organization. A more Agile Agile.
This is not for software development projects, this an entire organizational agility approach.

Modern Agile

General Overview

Four Guiding Principles:

1. Make People Awesome
2. Experiment and Learn Rapidly
3. Deliver Value Continuously
4. Make Safety A Prerequisite

Nexus

2015

N/A

Nexus Framework for Scaling Scrum, The: Continuously Delivering an Integrated Product with Multiple Scrum Teams 

Nexus Guide

Scaling Scrum with Nexus

The Product Owner, Scrum Masters, Nexus Integration Team Members, Development Team

General Overview:

Optum Scaled Agile Methodology (OSAM)

2015/2016

United Healthgroup/Optum only

Scaled Agile Lessons Learned

–

General Overview:

P4; P4-Dev, P4-Ops

?

N/A

Overview of P4

N/A – Program and Project level

General Overview:

P4 stands for Pragmatic, Paradigms, Principles, and Practices

Group Tiers:

1. Team Level
2. Cluster Level
3. Organizational Level

P4 brings in the concept of a retrospective to the organizational level, lays the groundwork for a scaled Agile program.

Rapid Application Development (RAD)

1980’s

N/A

Rapid Development: Taming Wild Software Schedules

RAD Model

–

General Overview:

• Business Modeling
• Data Modeling
• Process Modeling
• Application Generation
• Testing and Turnover

Software development methodology that focuses on prototyping over extensive planning. Most iterative Agile variations descended from RAD.

Rational Unified Process (RUP)

1980’s

N/A

The Rational Unified Process: An Introduction (3rd Edition)

IBM RUP

–

General Overview:

1. Develop software iteratively
2. Manage requirements
3. Use component-based architectures
4. Visually model software
5. Verify software quality
6. Control changes to the software

A software development process that divides the development into four phases

Scaled Agile Framework (SAFe)

2011

N/A

SAFe 4.5 Reference Guide: Scaled Agile Framework for Lean Enterprises (2nd Edition) 

The Rollout: A Novel about Leadership and Building a Lean-Agile Enterprise with SAFe® 

SAFe

SAFe Flow

Epic owners, Enterprise Architect, System Engineer, Product Management, Release Train Engineer, Business Owners, Dev Team, Product Owner

General Overview:

A framework intended for larger Agile teams, enterprise software development. It uses integrated principles and practices of Lean, Agile, and DevOps. SAFe utilizes practices from Scrum, Kanban, and XP.

Scrum

The Scrum Guide

General Overview:

Five Values – commitment, courage, focus, openness, and respect

Scrum is intended to be a framework for developing, delivering, and sustaining complex products with a strong focus on releasing a piece or increment of “Done” product at the end of each iteration (Sprint).

 *Who created the idea of Scrum is disputed. It is commonly credited to Ken Schwaber and Jeff Sutherland, making the first known use in 1993. 

However, the term “Scrum” was first used in the Harvard Business review in 1986 to reference a high performing and cross-functional team (The New New Product Development Game by Hirotaka Takeuchi and Ikujiro Nonaka)

In 1990, Scrum was reportedly discussed in a book (I have not read the book and cannot confirm) by Peter DeGrace and Leslie Stahl called “Wicked Problems, Righteous Solutions: A Catologue of Modern Engineering Paradigms.” 

This article discusses Scrum as being created by Jeff Sutherland, John Scumniotales, and Jeff McKenna in 1993. 

Wikipedia contradicts (not surprising as it is citizen edited) itself here by first saying, “Jeff Sutherland is one of the creators of the Scrum software development process. Together with Ken Schwaber, he created Scrum as a set of processes at OOPSLA’95.” And then saying later that “The scrum process was developed by Sutherland, John Scumniotales and Jeff McKenna while at Easel Corporation and influenced by agile software development.” 

In a different article on Scrum (here), Wikipedia references the 1986 article, “The New New Product Development Game” but adds, “The Scrum framework was based on research by Schwaber with Tunde Babatunde at DuPont Research Station and University of Delaware. ” This entry later becomes clearer and resembles a history that may make sense by stating, “In the early 1990s, Ken Schwaber used what would become Scrum at his company, Advanced Development Methods; while Jeff Sutherland, John Scumniotales and Jeff McKenna developed a similar approach at Easel Corporation, referring to it using the single word scrum. Ken and Jeff worked together to integrate their ideas into a single framework, Scrum. They tested Scrum and continually improved it, leading to their 1995 paper, contributions to the Agile Manifesto in 2001, and the worldwide spread and use of Scrum since 2002.”

My theory on the course of events: 

1. An article in 1986 used the word Scrum to describe a process.
2. A book in 1990 referenced that article and built a process based on the described process in the 1986 article.
3. Two teams experimented with software development methods somewhere between 1986 and 1993. 
4. One person from each of those teams (Jeff and Ken) met up and further refined the processes they used together and labeled that process Scrum because of the 1986 article. 

It seems likely that Scrum was more generic and general pre-1993, compared to what we now know as Scrum with its very specific set of rules and processes. It also seems probable that several processes with similar features were created at the same time and then refined by Jeff Sutherland and Ken Schwaber together. At what point Scrum became Scrum is the real dispute.

ScrumBan

The Scrumban [R]Evolution: Getting the Most Out of Agile, Scrum, and Lean Kanban (Agile Software Development Series) 

What is Scrumban?

Scrum-ban

General Overview:

Five Values – commitment, courage, focus, openness, and respect

Uses the continuous process improvement, limited Work In Progress (WIP), and monitoring process flows of Kanban within the Scrum framework.

Scrum of Scrums

2001

N/A

Scrum of Scrums

IT Journal

 Scrum Master(s), Product Owner, Development Team(s)

General Overview:

Five Values – commitment, courage, focus, openness, and respect

It consists of multiple teams, each utilizing Scrum, collaborating together on a product or project. The goal is to scale up Scrum to server larger development projects. Each team has a Scrum Master, but they each work from the same Product Backlog.

Spotify Agile / Spotify Squad

N/A (After 2006)

1%

Spotify Engineering Culture

Leader, Squad Member

General Overview:

A modification of FAST Agile

Successive Approximation Model (SAM)

2012

Education Specific – Unknown

Leaving ADDIE for SAM

Iterative eLearning Development with SAM

None

General Overview:

1.  Preparation Phase:
   • Information Gathering
   •  SAVVY Start
2. Iterative Design Phase:
   • Project Planning
   • Additional Design
3. Iterative Development Process:
   • Design Proof
   • Alpha
   • Beta
   • Gold

In the Iterative Design phase, the process iterates through three phases – Design, Prototype, and Review.

In the Iterative Development phase, there are three additional processes of – Develop, Implement, and Evaluate. The Development phase follows the Iterative Design Phase path of processes.

Sustainable Cultural Agile Release in the Enterprise (SCARE)

-No known usage. (Conceptualized 2014)

0%

Introducing the SCARE Method

N/A

General Overview:

Test-Driven Development (TDD)

1998

N/A

Test Driven Development: By Example 

TDD

TDD By Example

–

General Overview:

Unified Process (UP) / Unified Software Development Process (USDP)

1980’s

N/A

UML 2 and the Unified Process: Practical Object-Oriented Analysis and Design (2nd Edition)

Understand the Unified Process

USDP

–

General Overview:

It is driven by use-cases with an iterative and incremental development cycle. It is broader than RUP in the project size and less oriented on the details of how to develop the software.