Methodologies, frameworks, and processes Part 1
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This document introduces several agile methodologies, frameworks, and processes that share the core philosophy outlined in the Agile Manifesto. It lists lightweight approaches like Scrum and Kanban as well as more full-featured approaches. The document notes that teams may combine elements from different agile approaches, using techniques like planning sprints from Scrum together with simple design practices from Extreme Programming.
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Agile is a dynamic project life cycle approach that focuses on frequent delivery of customer value through iterative development and feedback. It is characterized by repeated cycles of analysis, design, implementation, and testing until the project is complete. This allows for changes to requirements throughout development. In contrast, predictive life cycles like the waterfall model use a fixed sequential approach and aim to manage costs, while iterative life cycles focus on correctness and incremental life cycles emphasize frequent smaller deliveries with speed.
Uncertainty, risk, and life cycle selection
Projects with high uncertainty around requirements and technology have greater risks of rework. As uncertainty increases, so does risk. To mitigate these risks, teams select iterative life cycles that allow work to be done in small increments. Approaches using very short feedback loops and frequent adaptation, reprioritization, and delivery help teams adapt more easily to changes under conditions of high uncertainty and complexity.
Agile mindset
Agile focuses on developing an "Agile mindset" or way of thinking as the foundation for successfully implementing Agile practices. The Agile mindset is defined by the four values and twelve principles of the Agile Manifesto. It is a mindset that values individuals and interactions, working software, customer collaboration, and responding to change. This mindset is then manifested through selecting appropriate Agile practices and processes based on a team or organization's specific needs, tailoring them as necessary. True Agility comes from internalizing this mindset in order to flexibly apply practices, not from just following specific methodologies.
Agile Manifesto - Principles - Part 1
The document outlines the 12 principles of the Agile Manifesto which provide guidance for agile methods. It discusses each principle individually. The principles focus on satisfying customers, welcoming changing requirements, frequent delivery of working software, collaboration between business and developers, motivating individuals, face-to-face communication, using working software to measure progress, maintaining a sustainable pace, technical excellence and design, simplicity, self-organizing teams, and continuously improving.
Agile manifesto values
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.
Agile manifesto
The document introduces the Agile Manifesto, which was created in 2001 by software experts in the forefront of emerging agile methods. It outlines four values and twelve principles for agile development. While the PMI-ACP exam won't ask about the origin or creators of Agile, it will focus on applying the values and principles of the Agile Manifesto to situational questions.
What and why using agile
This document provides an introduction to Agile and why it is used. It discusses that Agile allows teams to (1) learn with each new iteration, (2) deliver prototypes and improve them in each cycle, and (3) manage shifting priorities more effectively. It also differentiates between industrial work, which uses defined processes, and knowledge work, which relies on empirical processes better suited to uncertain projects. Agile provides a flexible approach for managing knowledge work.
Introduction to Agile
Introduction to PMI-ACP Exam Prep.
Session #1: Introduction & welcome
An introduction session in Arabic language about the international exam certification from PMI.
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- 1. Introduction to Agile Agile Methodologies, Frameworks, and Processes
- 2. A number of core Agile methodologies share the same philosophy expressed in the Agile Manifesto.
- 3. https://portolearn.com/resources/agile-methodologies-frameworks-and-processes Fuller Approach Lightweight Approach Scrum Lean Product Development Kanban (Process & Methods) Scrumban Extreme Programming (XP) Continuous Integration/ Deployment (CI/CD) Crystal Clear Feature-Driven Development (FDD) ………… Scrum-of-Scrums Scrum at Scale (S@S) Large Scale Scrum (LeSS) Scaled Agile Framework (SAFs) Disciplined Agile Delivery (DAD) Dynamic Systems Development Method (DSDM) Agile Project Management (AgilePM) Agile Unified Process (AUP) ………… Agile
- 4. We'll be describing some of agile approach as a standalone methodology. However, a team might combine some of XP's team practices, such as: simple design, with Scrum's approach for planning sprints.