A tail of two projects: How 'agile' methods succeeded after 'traditional' methods had failed in a critical system-development project

Abstract

This paper will contrast two software development projects - both addressing exactly the same problem - in the Boeing Commercial Airplane Company Electrical design organization. The first project used a traditional 'heavy-weight' software development methodology, invested 60 man-years, and failed. The second project used a agile development approach, invested four man-years, and continues to be dramatically successful. Both projects addressed a paradigm-shift in the business process used to design and integrate electrical wiring in Boeing airplanes. This paper presents a recipe for success for an agile project in a non-agile world. It covers specific real-world lessons learned, and discusses the circumstances under which agile methods can be exceptionally effective and successful. It also points out where agile is not effective, or where the agile advantage can become a disadvantage. © Springer-Verlag Berlin Heidelberg 2003.