3. Validating Assumptions – Continuous Integration and unit tests provide the opportunity to replace false hypotheses with real information. This will limit cross-platform errors that must not get past the development environment.
4. Process Automation – We all know that manual processes are slow, prone to errors and are painstakingly repetitive. When automation is used, we get assurance that processes will execute in the same way, every single time. In addition, processes can be run under version control. Benefits that support process automation include: (1) less manpower used for repetitive processes which frees up team members to do more important work; (2) the ability to lessen resistance for other members of the team to implement improvements.
5. Better Project Visibility – CI is a practice that permits the Scrum Team to detect trends and make informed decisions. It provides real time, relevant and current data to support decision making. Using CI results in less relevant data gathering for the team. Documentation can also be automated that can be used for architectural purposes.
6. Better Software Confidence – CI practices have the capability to provide more confidence in the development of software. Each software build can provide assurance that coding standards are being satisfied and functional tests are executed. This means that the product has been functionally validated.
Recommended Further Reading
The following materials may assist you in order to get the most out of this course:
Course Contents
Section 1: Agile Project Management
Section 2: Using the Agile Manifesto to Deliver Change
Section 3: The 12 Agile Principles
Section 4: The Agile Fundamentals
Section 5: The Declaration of Interdependence
Section 6: Agile Development Frameworks
Section 7: Introduction to Scrum
Section 8: Scrum Projects
Section 9: Scrum Project Roles
Section 10: Meet the Scrum Team
Section 11: Building the Scrum Team
Section 12: Scrum in Projects, Programs & Portfolios
Section 13: How to Manage an Agile Project
Section 14: Leadership Styles
Section 15: The Agile Project Life-cycle
Section 16: Business Justification with Agile
Section 17: Calculating the Benefits With Agile
Section 18: Quality in Agile
Section 19: Acceptance Criteria and the Prioritised Product Backlog
Section 20: Quality Management in Scrum
Section 21: Change in Scrum
Section 22: Integrating Change in Scrum
Section 23: Managing Change in Scrum
Section 24: Risk in Scrum
Section 25: Risk Assessment Techniques
Section 26: Initiating an Agile Project
Section 27: Forming the Scrum Team
Section 28: Epics and Personas
Section 29: Creating the Prioritised Product Backlog
Section 30: Conduct Release Planning
Section 31: The Project Business Case
Section 32: Planning in Scrum
Section 33: Scrum Boards
Section 34: Sprint Planning
Section 35: User Stories
Section 36: User Stories and Tasks
Section 37: The Sprint Backlog
Section 38: Implementation of Scrum
Section 39: The Daily Scrum
Section 40: The Product Backlog
Section 41: Scrum Charts
Section 42: Review and Retrospective
Section 43: Scrum of Scrums
Section 44: Validating a Sprint
Section 45: Retrospective Sprint
Section 46: Releasing the Product
Section 47: Project Retrospective
Section 48: The Communication Plan
Section 49: Formal Business Sign-off
Section 50: Scaling Scrum
Section 51: Stakeholders
Section 52: Programs and Portfolios