Declaration of Interdependence – Section 3
The third piece of the Declaration of Interdependence says, “We expect uncertainty and manage for it through iterations, anticipation, and adaptation.” One of the most unique parts of Agile is how it runs in cycles. This cyclical nature gives several benefits over the once and done style of traditional development. With numerous iterations, development is divided into contained segments. The Scrum team releases an updated product with new features at the end of each sprint. This gets working software into the hands of stakeholders earlier, and more frequently. Anticipation and adaptation work together to create a more responsive team.
Instead of sticking to a contract, the adaptive style of Agile creates a product closer to what stakeholders want. How does this relate to interdependence? The short iterations of Agile require all parties to work effectively together in order to get work done quickly. For traditional software development, features could take months or even years to release, and that is considered acceptable. In Agile, most sprints last a few weeks at most. Every role, developers included, rely on each other to do their jobs so that the process runs smoothly.
Declaration of Interdependence – Section 4
Fourth of the parts of the Declaration of Interdependence reads, “We unleash creativity and innovation by recognizing that individuals are the ultimate source of value, and creating an environment where they can make a difference.” Developers in traditional environments are typically considered interchangeable. Despite differences in ability and specialty, developers often receive assignments at the discretion of management. This often results in developers working on features that they may be less than familiar with. In contrast, Agile development allows teams to organize themselves. One consequence of this is that developers gravitate toward features they are more familiar with, and thus can more effectively work on. The interdependence of this item exists between developers. Each developer must understand his or her abilities, and communicate with other developers to determine who should work on which requests.
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