5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
Micromanaging should not be a thing in Agile. Teams should be motivated and self-directed. Ensuring that the proper team is in place to get the job done, as well as providing the proper environment and support they need is paramount. By doing so, a Product Owner can trust that the team is completing the project’s objectives.
6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
Effective communication is crucial when using Agile for project management. Without it, not a lot gets done in a timely manner. The time between a question and its answer should be shortened to reduce the lag in work and remove roadblocks. Communication is often more successful when teams are co-located or keep the same virtual. When teams are on the same schedule, it’s much easier to ask questions, give answers and make suggestions.
7. Working software is the primary measure of progress
Working products is the ultimate metric that should be used to judge an agile development team. If the product doesn’t work, then nothing else really matters. A good team should have the ability to produce quality products and any other measure doesn’t really matter much if the product doesn’t work correctly.
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