As a team beginning the Agile journey, it is not uncommon to get confronted with questions about Agile and being agile. Even, it is not uncommon to compare the conventional methods with the Agile framework.
In order to taste my cup of water you must first empty your cup : Nan-in, A Zen Master
A mind cluttered with opinions and preconceived notions is the cessation of understanding and learning a new concept coming on the way. To learn, the mind must be empty. Unlearning is pivotal particularly when the change calls for a shift in mindset.
Agile methodology is a mindset change towards software development, providing the teams with a goal to which they can strive but doesn’t prescribe steps to reach the goal.
A framework like SCRUM and KANBAN provides a set of clear and concrete steps that guides teams on how they can approach software project in a manner that is congruent with the principles of the Agile Manifesto.
Execution is done in the frame of the framework. A framework is a boundary in which the team has the autonomy to function.
To set the right mindset, the team should understand the primordial purpose of being agile. To be agile, the team must abide by the values and principles that are set forth by the Agile Manifesto.
Values are more innate attributes that the team have the highest regard for. Values decide the behaviour and actions are manifestations of the belief.
Understanding the Agile values and principles is the first step in the Agile journey and works as a north star toward the goal.
7. Early & Continuous
Our highest priority is to satisfy the customer
through early and continuous delivery of valuable software.
8. Harness the change
Welcome changing requirements, even late in development. Agile processes harness change for
the customer's competitive advantage.
9. Shorter Timescale
Deliver working software frequently, from a couple of weeks to a couple of months, with a
preference to the shorter timescale.
14. Sustainable Development
Agile processes promote sustainable development. The sponsors, developers, and
users should be able to maintain a constant pace indefinitely.
20. Tune and Adjust Behaviour
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its
behavior accordingly.
Deliver Complex / Highly used features first so that you get chance to seek feedback
Forming, Storming, Norming and Performing
The forming stage involves a period of orientation and getting acquainted.
The storming stage is the most difficult and critical stage to pass through. It is a period marked by conflict and competition as individual personalities emerge.
If teams get through the storming stage, conflict is resolved and some degree of unity emerges. In the norming stage, consensus develops around who the leader or leaders are, and individual member’s roles.
In the performing stage, consensus and cooperation have been well-established and the team is mature, organized, and well-functioning
As the work load is diminished, individual members may be reassigned to other teams, and the team disbands.
Muda, Mura, Muri
KISS: Keep It Super Simple!
Muda, Mura, Muri
Muda, Mura, Muri
Richard Hackman: The psychology of self-management in organizations)
Manager-led: Execution
Self-managed: Execution + process
Self-Designing: Execution + Process + People
Self-Governing: Execution + Process + People + Purpose
Feedback/ Retrospection / Review
Lawrence Peter "Yogi" Berra was an American professional baseball catcher who later took on the roles of manager and coach.
