AgileValues
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In 2001, a group of software experts created the Agile Manifesto which established four values for agile software development: Individuals and interactions over processes and tools, working software over comprehensive documentation, customer collaboration over contract negotiation, and responding to change over following a plan. These values emphasize that while processes, documentation, contracts, and plans have value, interactions between people, working software, customer involvement, and adaptation to change are more important for successful software development.
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Introduction to Agile Software Development
The document introduces Agile software development, which originated from a need for more flexible approaches compared to traditional waterfall models. It describes how in 2001, 17 software developers published the Agile Manifesto which values individuals, collaboration, working software, and responding to change over rigid processes and documentation. The manifesto led to principles like frequent delivery, collaboration between business and technical roles, self-organizing teams, and valuing working software over documentation.
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The Agile Manifesto values individuals and interactions, working software, and customer collaboration over processes, documentation, and contract negotiation. It emphasizes responding to change over following a plan. The 12 principles focus on satisfying customers through early delivery of valuable software, welcoming changing requirements, and delivering working software frequently through self-organizing teams.
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The document introduces the Agile Manifesto and its core values:
- Individuals and interactions over processes and tools, with a focus on collaboration between people rather than reliance on processes or tools.
- Working software over comprehensive documentation, with an emphasis on delivering working software of business value rather than extensive paperwork.
- Customer collaboration over contract negotiation, with flexibility to accommodate changing customer priorities rather than rigid adherence to contracts.
- Responding to change over following a plan, with efforts focused on adapting to inevitable changes rather than strict adherence to initial plans.
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Recommended
Introduction to Agile Software Development
The document introduces Agile software development, which originated from a need for more flexible approaches compared to traditional waterfall models. It describes how in 2001, 17 software developers published the Agile Manifesto which values individuals, collaboration, working software, and responding to change over rigid processes and documentation. The manifesto led to principles like frequent delivery, collaboration between business and technical roles, self-organizing teams, and valuing working software over documentation.
Agile Manifesto
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The document introduces the Agile Manifesto and its core values:
- Individuals and interactions over processes and tools, with a focus on collaboration between people rather than reliance on processes or tools.
- Working software over comprehensive documentation, with an emphasis on delivering working software of business value rather than extensive paperwork.
- Customer collaboration over contract negotiation, with flexibility to accommodate changing customer priorities rather than rigid adherence to contracts.
- Responding to change over following a plan, with efforts focused on adapting to inevitable changes rather than strict adherence to initial plans.
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This document discusses how Kanban was used to improve agility in a project facing challenges. It summarizes the problems the project faced, including too many stakeholders, frequent unproductive meetings, and schedule slippages. Kanban was implemented using boards to visualize workflow, limit work-in-progress, and provide transparency. This approach helped increase engagement, reduce meetings and decision time, and deliver features on schedule. The client's trust improved and Kanban provided a framework for effective project execution in uncertain conditions.
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+ Keep everyone aligned with roll-up and drill-down visibility
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An overview of the Agile Manifesto and why Agile SDLC is super important to excellent project management practices. Agile Software development is dominating the game these days. Whether you're going responsive, managing ecommerce, magento, or iphone apps Agile practices will help your efforts succeed.
PM Podcast 186 - Agile Manifesto for Project Managers
The document summarizes an episode of the PM Podcast about the Agile Manifesto for project managers. It provides a short history of the Agile Manifesto, outlines the four key values of the Manifesto, and describes the 12 principles of agile methodology. It interprets how the Manifesto's values and principles can apply to project managers, noting they may need to shift their role to a facilitator and that agile processes distribute responsibility across the team.
Agile 101
For a video of this presentation, see https://youtu.be/rOvrpF8zuYI
Agile this and Agile that, but what I am doing doesn't feel like Agile. It is time to get back to basics with the Agile Manifesto.
Agile Implementations - Tim FitzGerald - US Assure
The document introduces agile development methodologies and provides an overview of how to implement them in an organization. It discusses benefits like increased productivity and faster time to market. However, it also notes challenges like difficulties with estimation and working with non-agile teams. The document recommends leveraging agile best practices where possible and understanding that implementation requires requests of management and teams to change roles and processes.
Are you Agile enough?
Butch Landingin, CTO of Orange & Bronze Software Labs, talks about the Agile Methodology for the Philippine Software Industry Association's Enablement Seminar on April 27 at the AIM.
About O&B:
Orange & Bronze is an offshore product and software development firm in the Philippines, is one of the first companies in Asia to use and advocate Agile Software Development, and has been using it since our inception in 2005, back when Agile was still an emerging movement. O&B offers training courses for Agile with Scrum and XP - these classes were developed and are taught by some of the Philippines' well-known and respected Agile / Scrum coaches and practitioners, and uses the format trusted by some of the best companies in the Philippines.
Agile Mindset (عقلية وطرق التفكير في الإدارة الرشيقة للمشاريع)
Agile Mindset (عقلية وطرق التفكير في الإدارة الرشيقة للمشاريع)Abdelrahman Elsheikh PMOC,PMP,CBAP,RMP,ACP,SP,MCITP,ITIL
This presentation is about “Agile Mindset”. It describes the Agile Manifesto. Moreover, it shows the Agile Manifesto Statement of Values, the Principles of the Agile Manifesto and The Declaration of Interdependence (DOI). Finally, I compared the Agile Mindset VS Traditional Mindset.Agile Software development
This document discusses Agile software development and how it differs from the traditional Waterfall model. Some key points covered include the Agile manifesto which values individuals, working software, customer collaboration and responding to change over processes, documentation and plans. It notes that Agile and Waterfall differ in terms of iteration length and the amount of design done before coding begins. Agile focuses on gathering feedback through techniques like test-driven development rather than thinking harder upfront. Financial aspects are also compared, with Agile aimed at early value and cashflow while Waterfall focuses on return on investment.
Voices 2015-presentation
The document discusses Agile methodologies and their benefits over traditional waterfall approaches. It outlines the key principles of the Agile Manifesto which values individuals, working software, customer collaboration, and responding to change. Some benefits of Agile include its continuous delivery and feedback cycle, ability to absorb changing requirements, early testing and detection of issues. The presentation provides examples of using user stories and retrospectives to plan for a conference presentation using Agile approaches and tools like information radiators, daily standups, and burn down charts to manage team work.
Agile Methodologies and Scrum / Lean Development and Agile Methodologies - 2...
Slides of my third lesson of the course Lean Development and Agile Methodologies - University of Insubria
Starting with Agile
Regardless of what type of work you do, there may be benefits to applying some of the ideas articulated in the Agile Manifesto. This talk illustrates a few first steps you can take and try to uncover opportunities to improve how you deliver value.
Agile software development
Agile software development is an iterative approach that values individuals and interactions, working software over documentation, customer collaboration over contract negotiation, and responding to change over following a plan. It promotes adaptive planning, evolutionary development, and delivery of working software frequently in short iterations to maximize flexibility and deliver value to customers.
6a.Agile Software Development.ppt
Agile software development is an iterative approach that promotes adaptive planning, evolutionary development, rapid response to change, and close collaboration. It values individuals and interactions, working software, customer collaboration, and responding to change over processes, documentation, contract negotiation, and following a plan. The Agile Manifesto introduced these values in 2001 to provide an alternative to failure-prone processes. Agile methods help teams deliver working software frequently in short iterations to better satisfy customer needs.
6a.Agile Software Development.ppt
Agile software development is an iterative approach to development that promotes adaptive planning, evolutionary development, rapid response to change, and close collaboration. It focuses on individuals and interactions, working software over documentation, customer collaboration over contract negotiation, and responding to change over following a plan. The key principles are satisfying customers through early and continuous delivery, welcoming changing requirements even late in development, frequent delivery of working software, close daily cooperation between business and development, face-to-face communication, and adapting to change through self-organizing teams.
IIBA Change Management Presentation (4-21-10)
This document provides an overview of change management from a project implementation perspective. It discusses why change management is important for project success and defines key change management concepts. The document emphasizes the importance of communication for change management and provides tips for effective communication, including identifying stakeholders, tailoring messages, using multiple communication channels, and selecting communicators. It also stresses including change management tasks in project plans and treating them with the same importance as other project deliverables.
Agility reboot i
The document discusses the history and origins of the Agile Manifesto, which was created in 2001 by 17 software experts to provide an alternative to traditional documentation-driven development processes. It outlines the 4 core values and 12 principles of the Agile Manifesto, which focus on prioritizing customer satisfaction, welcoming changing requirements, frequent delivery of working software, collaboration between business and developers, motivated individuals, face-to-face communication, and responding to change over rigid plans. The principles aim to address issues with traditional processes by promoting practices like frequent delivery, collaboration, simplicity, self-organizing teams, and continuous improvement.
The Agile Manifesto (and a brief history lesson)
The Agile Manifesto values individuals and interactions, working software, customer collaboration, and responding to change over processes/tools, documentation, contract negotiation, and strict plans. It lists 12 principles including satisfying customers through early delivery, welcoming changing requirements, frequent delivery, business/developers working daily together, and face-to-face communication. The manifesto helped uncover better software development practices through values emphasizing people over process.
Sprinting to Success: Why Agile and DITA Work So Well Together
Sprinting to Success: Why Agile and DITA Work So Well Together, by Keith Schengili-Roberts, IXIASOFT DITA Evangelist and Market Researcher
Non-IT Agile Values and Principles Deck
I find myself increasingly delivering "Agile" projects in non-IT areas within Government Departments. Taking an iterative approach to delivering work isn't new, the 1985 New New Product Development Game paper was used by the creaters of the Scrum Guide in 1985 and the Agile Manifesto in 2001. The latter documents contextualised delivery using "Agile" for IT projects, whereas the former was written for Business.
In this deck I have used the Agile Manifesto and crossed out the reference to software and replaced it with references to Products. This helps non-IT teams contextualise the Agile Manifesto for their use. Please let me know in the comments if this has been helpful for you.
Business Analyst As Product Owner
The document summarizes the roles of a business analyst and product owner in an agile scrum environment. It defines the typical responsibilities of a business analyst, which include understanding business needs, communicating with stakeholders, and ensuring organizations get value from IT resources. It then introduces agile scrum methodology and the product owner role on a scrum team, which is responsible for managing product backlogs, priorities, and acting as a liaison between the development team and customers. The document argues that business analysts are well-suited for the product owner role given their business analysis skills and ability to bridge gaps. It identifies some adjustments analysts may need to make when transitioning from a traditional business analyst role to a product owner.
Similar to AgileValues (20)
PM Podcast 186 - Agile Manifesto for Project Managers
PM Podcast 186 - Agile Manifesto for Project Managers
Agile Implementations - Tim FitzGerald - US Assure
Agile Implementations - Tim FitzGerald - US Assure
Agile Mindset (عقلية وطرق التفكير في الإدارة الرشيقة للمشاريع)
Agile Mindset (عقلية وطرق التفكير في الإدارة الرشيقة للمشاريع)
Agile Methodologies and Scrum / Lean Development and Agile Methodologies - 2...
Agile Methodologies and Scrum / Lean Development and Agile Methodologies - 2...
Sprinting to Success: Why Agile and DITA Work So Well Together
Sprinting to Success: Why Agile and DITA Work So Well Together
More from Ron Johnson
AgileUserStory
A user story is a tool used in Agile software development to capture a description of a software feature from an end-user perspective. It describes the type of user, what they want and why. A user story helps create a simplified requirement description. It should have a short but unique title, follow an As a <user> I want <goal> so that <reason> format, include acceptance criteria in Given/When/Then format, and be sized in story points to fit into one iteration. The goal is to describe a feature from the customer's perspective without losing information.
AgileTerms
The document defines key terms used in Agile software development including roles like the Scrum Master and Product Owner, ceremonies like Sprint Planning and Retrospectives, processes like Sprints and Velocity, and work items like User Stories, Tasks, and Bugs. The goal is to familiarize people with common Agile terminology without fully explaining Agile itself.
AgileRoles
The document discusses key roles in Agile development including the Product Owner, Scrum Master, and Team Members. The Product Owner builds and manages the product backlog and ensures everyone understands the work. The Scrum Master coaches the team and resolves impediments. Team Members are ideally 5-7 cross-trained individuals who forecast work and help each other ensure success. Other important roles that interact with but are not part of the core team are also mentioned.
AgileProject
This document discusses how agile principles can be applied to projects. It explains that while agile does not specifically address projects, the two are not exclusive. A key intersection is translating a project's scope, timeline, and budget into agile work items and backlogs. This allows creating a roadmap to predict feature delivery order based on backlog size and historical team velocity or cycle time. The document also discusses accounting for other work and external dependencies in velocity and roadmaps to improve project planning and coordination.
AgileIteration
Iteration refers to the repetitive process of developing software in cycles. Short iterations allow for stakeholder feedback throughout development to address changes early. Faster iterations provide metrics for process improvement and reduce costs by delivering value to customers sooner, lowering overall project expenses. Iterative development with early and frequent feedback helps ensure the software being built satisfies customer needs.
AgileEngineering
This document discusses key practices for agile engineering environments including separating environments for development, test, and production; automating builds, testing, deployment, and work management; and using source control. Automating these practices allows for more frequent iterative development, reduces risk and errors, and ensures consistency across environments. It emphasizes that identical and automated environments are important for agile engineering.
AgileCeremonies
This document discusses several Agile ceremonies including backlog refining, sprint planning, stand ups, demos, and retrospectives. Backlog refining involves improving backlog item descriptions, estimating sizes, and allowing questions. Sprint planning involves selecting backlog items for the sprint and estimating tasks. Stand ups involve each member discussing what they did, will do, and any roadblocks. Demos are informal showings of accomplishments. Retrospectives allow only team members to discuss what went well, poorly, and could be improved going forward. These ceremonies aim to create common understanding, commitment, continuous improvement, and informed stakeholders.
AgileBVIR
A Big Visible Information Radiator (BVIR) is a visual tool used in Agile teams to communicate information to the whole team. It can display things like a burn down chart to show iteration status and progress toward goals. A burn up chart shows progress while accounting for scope changes. A Kanban board visually depicts the flow of work items through different stages like ready, in process, and done. Other useful information for a BVIR includes team values, retrospective goals, definitions of ready and done, and a contact list.
More from Ron Johnson (8)
AgileValues
- 2. Agile Manifesto - Values In 2001, a group of expert software development professionals met to agree on a common set of guiding principles that would shift the way teams approached software delivery. This set of values was called “The Agile Manifesto”: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. http://agilemanifesto.org 2Charter : Confidential
- 3. Agile Manifesto – Individuals and interactions Individuals and interactions over processes and tools People create software • Human understanding is crucial • CASE in the 1980s didn’t work for a reason Processes and tools don’t understand the goal • Team members should become experts with the business problem Interactions cause understanding • Discussing a problem causes thinking (aha moment when asking a question) • Interaction between disciplines causes understanding Charter : Confidential 3
- 4. Agile Manifesto - Working software Working software over comprehensive documentation Customer wants software, not documentation • Documentation is hard to understand • Feedback is more valuable • Partial software can have value Documentation becomes an anchor • Future changes require documentation changes first • Documentation becomes a reference point for disagreement Software is the best documentation • Documentation is what the software SHOULD do • Documentation is dated the moment it’s approved Charter : Confidential 4
- 5. Agile Manifesto - Customer collaboration Customer collaboration over contract negotiation Customer is a part of the solution • Customers are encouraged to interact with the team • Quick feedback keeps the effort on track Contract negotiation doesn’t advance the software • Approving a contract gives a false sense of accomplishment / control Contracts are dated the moment they are approved • The moment requirements are changed, the contract becomes a problem Charter : Confidential 5
- 6. Agile Manifesto - Responding to change Responding to change over following a plan Responding is key • Quick, small adjustments minimize the pain • Digging in just delays the inevitable Change will happen • Timeline – we need to beat the competition to market • Scope – The one more marketing bullet point • Resource – The QA lead quit, but we can’t replace her “I have always found that plans are useless but planning is indispensable” Dwight D. Eisenhower, 1957 Charter : Confidential 6