Declaration of Interdependence – Section 5
The fifth belief in the Declaration of Interdependence says, “We boost performance through group accountability for results and shared responsibility for team effectiveness.” Traditional development usually has a policy of every man for himself. If one specific developer falls behind, other developers are often hesitant to sacrifice their own efficiency and waste time helping. In Agile software development, teams all share the load. If a feature runs behind schedule and fails to make it into a release, the entire team shares this failure. This encourages every member of the team to reach out and help each other to keep the entire project on pace. As with the iterations of Agile, group accountability means developers and other roles rely on each other to do their work, and communicate problems before they slow the project down.
Declaration of Interdependence – Section 6
The sixth and final item of the Declaration of Interdependence states that “we improve effectiveness and reliability through situationally specific strategies, processes, and practices.” A major downfall of traditional development is the one size fits all mentality. Most projects are treated with the same strategies, when tailored practices may work better for certain projects. With Agile, adaptation takes priority over sticking to a plan. Each new project requires research, and teams take the best course of action for that specific project. This adaptation depends on the experience of each team member. The best way to create a strategy is to get feedback from each role on the team.
With every role represented, each future project has more information available and can be approached with a better strategy. For developers specifically, this means being transparent about what went well or poorly in previous projects and sprints, in order to ensure that future projects take the most effective practices.
In addition to the Agile Manifesto and the principles of Agile software development, the Declaration of Interdependence gives some core beliefs of Agile. The specifics of this document discuss how different roles and parts of Agile development rely on each other. This increased interdependence equips teams to work more efficiently and create software more quickly.
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