Four Values of the Agile Manifesto Two to Four
2. Working software over comprehensive documentation
The Agile frameworks are based on releasing early and often. Scrum requires a working, finished increment of the product at the end of every sprint. The primary goal of software development is to produce working software, detailed documentation should come behind this. On the other side, documentation has its own importance and benefits and it should not be forgotten or neglected. Detailed documentation helps people understand the ‘How’s and whys’ of the system and how to work with it.
3. Customer collaboration over contract negotiation
Having a contract is important. It provides a foundation for collaboration on product development and identifies the rights and responsibilities of the engaged parties. But it cannot replace the communication between the customers and scrum teams. From one side, team members collaborate with each other to find the best way to build and deliver the software. On the other side, product owner collaborates with stakeholders to inspect and adapt the product.
4. Responding to change over following a plan
It is always good to have a vision and an overall plan for the future of the product. This plan should reflect the changes that may happen during the product development and should be flexible enough to respond to changes. Change is an unavoidable part of software development process. The changes may originate from the change in technological tools. They also may be required by customers or may be a result of a change in the business priorities.
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