This year three researchers from Massey University in\n New Zealand set out to determine whether agile development\n truly was better than traditional development. It truly was.\n But they also discovered that companies that used more than one\n agile method had more success.The most effective combination was Extreme Programming (XP)\n coupled with Scrum. \u201cIt appears that successful adoption\n of an agile approach does not necessarily just mean selecting\n an individual method,\u201d they wrote. \u201cRather, it may\n be better to consider blending multiple complementary\n methods.\u201d You can read an online version of the paper (in PDF format) by clicking \nhere.CIOs, analysts and agile experts recommend starting with a\n blended, customized agile approach. \u201cI find people saying\n that they\u2019re taking a little of each and creating their\n own agile process. You don\u2019t have to be religious on\n these things,\u201d says Jim Johnson, chairman of The Standish\n Group. \u201cIn turn, they were able to bring success rates up\n and deliver better products and services to\n stakeholders.\u201dScott Spencer, vice president of engineering at First\n American CoreLogic, has been using agile processes at his\n company for almost three years. First American CoreLogic is the\n largest provider of property and real estate data in the United\n States, and Spencer\u2019s 12 development teams span the\n globe\u2014on the West and East coasts and in India. His teams\n all employ Scrum, but he\u2019s done his share of customizing.\n \u201cI don\u2019t know anybody doing pure Scrum or pure\n XP,\u201d he says. \u201cIt\u2019s hard to do.\u201d For\n example, in Scrum there\u2019s no concept of a project\n manager. But Spencer uses a staffer in a project manager-type\n role (called the Scrum master), which works more effectively\n with his development teams. \u201cYou have to map agile to\n your existing organizational needs,\u201d Spencer says.