Maximizing the amount of work not done
Simplicity – the art of maximizing the amount of work not done is essential. In Agile, the development of the project is done in iterations. During each iteration, the development team has to pick the prioritized features which are doable and they go ahead to implement them. The development team has to strive hard for simplicity by cutting out the things which do not add value. The aim is to put maximum effort on the features which will make the customers accept the product, leading to project success.
The best architectures
The best architectures, Requirements, and design emerge from self-organizing teams. The quality of the final product is highly dependent on how the team is organized. Every team member should take responsibility and do the tasks they are supposed to do. Other than possessing all the skills which are necessary for the development of the project, the team members should be capable of organizing themselves. This will result in best architectures, requirements, and design, hence project success.
Reflect on how to become more effective
At regular intervals, the team reflect on how to become more effective, the tunes and adjusts its behavior accordingly. In agile, the team is geared towards delivering a high-quality product which is acceptable to the users. User satisfaction takes the highest priority, which calls for the team to look for ways on how to achieve this. The team has to assess themselves in terms of how they have adhered to the agile principles. If some deviations are found, they have to adjust accordingly. If a new way of becoming more effective is found, then the team has to adjust in line with that. This will result in the development of the right product for the users, leading to 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