The Role of Agile Methodology in IT Entrepreneurship for Startups

This report delves into the application of Agile methodology within the context of IT entrepreneurship, specifically focusing on its relevance and effectiveness for startups. It contrasts Agile with traditional methodologies like the waterfall model, highlighting Agile's advantages in terms of time and cost reduction, particularly in scenarios where customer feedback and iterative development are crucial. The report emphasizes the importance of aligning the Agile model with the specific goals and dynamics of a startup, considering factors such as team size, communication, and the need for adaptability. Furthermore, it differentiates between Agile's focus on software development process improvement and the broader scope of lean startup principles, which encompass product and business development. The report concludes by underscoring the need to strike a balance between providing developers with a clear framework and allowing them the autonomy to excel in their roles. The provided solution is from a student and is available on Desklib.

Running head: ENTREPRENEURSHIP IN IT
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The agile methodology have gained a major position when it comes to community
which is related to the software industry. It has been seen that, it is considered as the best
thing that have taken in place in the software industry and it has been termed as the “silver
bullet” with regards to solve software development problems. The concept was proven to be
successful in many large organisation. But has to be seen that the corporation dynamics and
communication when comparing a large organisation with start-up are quite different.
Although the main goal of the two parts can be considered to be same. The cost of
implementing the agile methodology and its benefits are different with the actual growth of
the organisation (Tsai et al., 2016). The most important question which can be related to the
aspect is the whether the agile methodology can be considered as the best strategy of
development with small scale start up organisations.
The agile model can be considered as a solution of the pre dominated models such as
waterfall model. The implementation of the model does not necessarily introduce new
practice but directly involves the people’s recognition as the primary drivers with the project
which are coupled with manoeuvrability and effectiveness (Layton & Ostermiller, 2017). The
main aim of the concept is to avoid defining the entire concept of the project with it avoiding
the detailing at the beginning which is merely done in other models like waterfall model. The
development model starts with the initiation of the basic deliverables which is followed by
implementation, planning and the testing phase. After taking into consideration the following
steps subsequent iteration is done.
The main focus point when any model is related to small set up four factors are
mainly taken into consideration which include time, cost, scope and quality (Mansor et al.,
2016). The Agile model is designed with the advantage of decreasing the time related factor
and the cost factor if the customer changes his point of view. Comparing the model with
waterfall model, the waterfall model works appropriately with organisation who have large

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setup but fails when considering a start-up organisation (Conforto et al., 2017). When start up
is taken into consideration the agile model should be considered. The agile model attempts to
solve the problem which is related to issue by decreasing the feedback loop with the focus of
development process which is integrated to customer feedback.
Thus the main question of the agile methodology being implemented in small scale
tech, the determination of the ultimate goal should be achieved. The most important point
with the agile is that it improves the process of development of the software while lean start-
up is mostly beneficial to product and business development. Ultimately it should be taken
into consideration when focusing on any model is to allow the team to get knowledge of the
company with what its main goal is but on the other hand not burden the developers mind and
keep a framework of allowing them to do what they do the best.

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References
Conforto, E. C., Amaral, D. C., da Silva, S. L., Di Felippo, A., & Kamikawachi, D. S. L.
(2016). The agility construct on project management theory. International Journal of
Project Management, 34(4), 660-674.
Layton, M. C., & Ostermiller, S. J. (2017). Agile project management for dummies. John
Wiley & Sons.
Mansor, Z., Arshad, N. H., Yahya, S., & Razali, R. (2016). The Competency of Project
Managers in Managing Agile Cost Management. Advanced Science Letters, 22(8),
1930-1934.
Tsai, J., Ho, C. Y., Chang, J., & Jiang, J. (2016). The Role of Agile Methodology Use and
Feedback Attributes in Game Development Projects: Implications for Game Project
Quality.