Working software is the primary measure of progress
In agile, the development team cannot progress to the next iteration unless the current iteration of the software is working and has been accepted by the users. These two factors are used to measure the success of each iteration. The development team then focuses towards releasing working software at the end of each iteration, and this finally leads to project success.
Promote Sustainable Development
Agile processes promote Sustainable Development. The sponsors, developers, and Users should be able to maintain a constant pace indefinitely
In agile, there is a constant production of the software features over a long period. The amount of effort and time which is invested by the team in the development process has to be constant during the whole process. This does not only apply to the developers but also to the other team members such as the sponsors, and users. All stakeholders should move at the same pace with the project, and no team member should feel pressed. The result of this will be a smooth running process, hence the success of the project.
Continuous attention to technical excellence
Continuous attention to technical excellence and good design enhances agility. In agile, a good design and architecture of the software take the center stage. The development team works together so as to review and critique each other’ work, building patterns of good design and architecture. Due to the combined effort, the skill set of the team will increase, leading to the emergence of improved designs. The overall result of this will be the success of the project.
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