Building great products requires vision, process, effort to meet deadlines and quality standards. Agile models are more adaptive than traditional SDLC models and focus on delivering working software frequently to customers. Requirements are never frozen and late changes are welcome. Most Agile teams comprise 5-10 employees who work collaboratively in small, self-organizing teams with constant cooperation between business and development. Agile principles help deliver great products if followed, but can lead to disastrous results if not.

1. Building Great Products using Agile
In any industry the process of building a product from scratch requires vision and process.
Effort is needed to make a product, meet the deadlines, and comply with the quality standards.
All this tied together in a tightly knit format delivers a product which meets the expectation of
masses.
In Software Industry the term given to this whole cycle from beginning to the completion of
product is known as Software Development Cycle. There are several traditional Software
Development Life Cycle (SDLC) methodologies in our industry like Watefall Model, V-Model.... to
name a few. These SDLC methodologies have been here for long and have stood the test of
time.
Agile model is a late entry into this set up. Agile model is based on the principle of giving regular
quality products which satisfy customer’s aspirations and their need.
Traditional SDLC model tend to be slow, bureaucratic and at times inconsistent. This created a
space for an alternative project management process which is more adaptive in nature and is
accountable.
Someone who has working on traditional SDLC models will have an impression that Agile team
comprises of group of people who go about their things in their own chaotic way. But there is a
method in this madness and hence off late organizations have started using Agile Methodology.
In the heart of Agile project management lies the fact that working software is delivered
frequently to customers and as team you leave no stone unturned to achieve this primary goal.
The way to assess teams progress is status of the product being build. Software is only measure
of progress.
It is impossible to gather all the requirements at the beginning of a project and whatever
requirements are gathered can change as the product evolves. Since practically requirements
are never frozen and therefore even late changes are welcome in product lifecycle.
Most Agile development teams comprise 5-10 employees which work together to promote
teamwork and cooperation. The idea here is that people work in collaboration and knowledge is
shared across the board. There is constant cooperation between business people and developers.
In any SDLC there will always be too many things to do and time and money will act as a
roadblock. The moment team accepts this fact stress won’t be an issue when todo list exceeds
time and resources to deliver.
You are then able to think and innovate with a level of focus and clarity that escapes most in
our industry.
Using Agile you can make great products and if you don’t stick to principles it can really get
messy and you can also end up making disatrous products.