11. The best architectures, requirements, and designs emerge from self-organizing teams.
While it is a product owner’s job to bridge the gap between the different roles within a team, this doesn’t mean they should micromanage. A great agile team is self-organizing and takes on its own direction. Having skilled and motivated team members who have decision-making power, communicate and take ownership of the project deliver quality products.
12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
Reflection is an important part of Agile. Teams should always seek to become better and just because they have done things a certain way for a long time doesn’t mean it should continue that way. Taking time to reflect on how to become more effective helps move a project forward and a team becomes more efficient.
Agile Principles Summary
With the ever-changing environment of today’s market, a product owner can use Agile’s 12 principles to help create a product that addresses the customer’s evolving needs and balance the interests of business stakeholders and needs of the development team.
Since these principles put the customer’s needs in the forefront of development and focus on producing products in a timely, effective manner, a product owner who goes back to basics and applies these principles to development will keep customers happy while producing quality products.
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