The Agile Fundamentals
The Agile software development concept was introduced for rapid software development and to reduce the overhead of traditional software processes.
The Agile concept is based on a light and quick way of managing a project and facilitates the movement through changes. In comparison with traditional software development where everything is defined from the beginning like in waterfall model, this approach is based on iterative and incremental development. Though the Agile concept can be applied for management of any type of project, it was a group of software practitioners that proposed four key values and 12 principles for Agile software development under the name of the Agile manifesto in 2001.
This manifesto proposes “better ways in developing software” and values “individuals and interactions over processes and tools”, “working software over comprehensive documentation”, “customer collaboration over contract negotiation” and “responding to change over following a plan”. In other words, the Agile values and principles require customer involvement, incremental delivery, focusing on people, not processes and embracing changes.
Agile Values And Principles
Applying the Agile values and principles in an organization improves the speed to market for the product and increases flexibility in terms of unpredictable nature of market or customer requirements by embracing the change. It also reduces the degree of risk in the product. In this approach, there is no outside governance and the team is self-organizing and cross-functional. Scrum is one of the different Agile frameworks. The Scrum guide defines different roles and ceremonies in the Agile approach to fulfill the proposed values. These roles are the Product owner, scrum master and the development team.
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