Continuous Delivery
● Continuous delivery. This requires that the pace of delivery must be constant and sustained. This is achieved by holding retrospectives frequently, so that continuous improvement can be applied to the process and practice to optimize efficiency. Through regular reviews, the pace of development can be increased or at least sustained throughout the project. The Eighth Principle states that “Agile processes promote sustainable development”. calls for “Customer collaboration”.
Satisfy the Customer
● Our highest priority is to satisfy the Customer through early and continuous delivery of valuable software
In agile, the release of a working version of the software begins as soon as the first iteration is completed. This working version of the product can be delivered to the users. The development team cannot proceed to the next iteration until the current release has satisfied the users. Due to this, the development team will always be focused towards user satisfaction.
Welcome changing Requirements
● Welcome changing Requirements, even late in Development. Agile processes harness change for the Customers competitive advantage
In most projects, the users of a product are not aware of the entire project requirements at the start of the project. Also, today’s environment is very dynamic in nature and project requirements are subject to change. Agile, unlike other project development methodologies, welcomes changing requirements, even late in development. Both the potential users of the product and the product developers can harness change and implement it even late in development for a competitive advantage.
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