Best 75 of Agile quotes - MyQuotes
Orchestrating a diversified team can indeed enhance the higher level of harmony.
Agile retrospectives give the power to the team, where it belongs!
Agile Project Management -like its lean development counterparts- streamlines the development process, concentrating on value-adding activities and eliminating overhead and compliance activities.
Strong executive commitment is a success factor for implementing Scrum, and management can best demonstrate their support of the transformation through their actions.
A value-added step in a process is defined by three characteristics. First, the step must be something that the customer is willing to pay for. Second, the step must directly change the form, fit, or function of something to produce a product or service. The final characteristic of a value-added step is that it is so important that it must be done right every time to successfully produce the intended product or service.
If you focus on the strength of the team, you will begin to find work as a positive challenge.
A sound idea is a form of energy. It can not be destroyed. It evolves from inspiration, to a function of preparation, then determination - till the ideator's dream becomes actualized in real life At the very least, success is a second iteration of the original, unscripted Idea So your idea refinement process needs to be test-driven Test Determine on time if investment in terms of effort and time is worth it Work Smart Fail early, fail often, Success lies on the paths yet to be treaded, Open your mind, Think Disruption, Be Flexible Be AGILE I think this is an idea worth sharing
Vision without action is a daydream, but action without vision is a nightmare.
Potentially shippable is defined by a state of confidence or readiness, and shipping is a business decision.
One of the reasons to see improved productivity in Agile is because of the simplicity principle.
Doing Agile is just a first step; being agile needs to have a totally different mindset, and multidimensional perspectives.
We need to uncover better ways to improve and retrospectives can provide the solution.
Getting feasible actions out of a retrospective and getting them done helps teams to learn and improve.
Worse yet is the rejection of upfront requirements. The basic observation is correct: requirements will change, and are hard anyway to capture at the beginning. In no way, however, does it imply the dramatic conclusion that upfront requirements are useless! What it does imply is that requirements should be subject to change, like all other artifacts on the software process. [...] The agile advice here is irresponsible and serious software projects should ignore it.The sound practice is to start collecting requirements at the beginning, produce a provisional version prior to engaging in design, and treat the requirements as a living product that undergoes constant adaptation throughout the project.
The MVP has just those features considered sufficient for it to be of value to customers and allow for it to be shipped or sold to early adopters. Customer feedback will inform future development of the product.
Doing agile is a set of activities, but being agile is the state of mind, the ongoing capability, and the cultural adaptability.
Most literature on the subject of agile methodology... is written from the viewpoint of software developers and programmers, and tends to place its main emphasis on programming techniques and agile project management—testing is usually only mentioned in the guise of unit testing and its associated tools. ...However, unit tests alone are not sufficient and broader-based testing is critical to the success of agile development processes.
Your first investment should be in yourself. Learn new skills. The market can go up or down but you’ll never lose your skills. This is more true today than ever before. Diversify your skills.
Team performance is directly proportional to team stability. Focus on building and maintaining a stable team. Stability reduces friction and increases credibility and confidence.
In fact, in an agile project, technical excellence is measured by both capacity to deliver customer value today and create an adaptable product for tomorrow.
Delegation is not a binary thing. There are shades of grey between a dictatorship and an anarchy.
The agile way is customer-centric, purpose-driven, capability-based and talent-oriented.
Agile coach: The individual is an agile expert who provides guidance for new agile implementations as well as existing agile teams. The agile coach is experienced in employing agile techniques in different environments and has successfully run diverse agile projects. The individual builds and maintains relationships with everyone involved, coaches individuals, trains groups, and facilitates interactive workshops. The agile coach is typically from outside the organization, and the role may be temporary or permanent.
The LSP makes clear that in OOD the ISA relationship pertains to behavior. Not intrinsic private behavior, but extrinsic public behavior; behavior that clients depend upon.
If you don’t collect any metrics, you’re flying blind. If you collect and focus on too many, they may be obstructing your field of view.
The more detailed we made our plans, the longer our cycle times became
Indeed, the ratio of time spent reading versus writing is well over 10 to 1. We are constantly reading old code as part of the effort to write new code. ...[Therefore,] making it easy to read makes it easier to write.
Agile retrospectives are a great way to continuously improve the way of working.
Arming employees with the tools, know-how, and mindset needed to successfully innovate on a continual basis will be paramount to organizational survival.
Don't let your tools become your process.
Agile does not mean laissez-faire, flexibility and freedom are based on the well-defined principles.
How often have you heard people brag about what great multi-taskers they are? Perhaps you’ve made the same boast yourself. You might even have heard that members of “Gen Y” are natural multi-taskers, having lived their whole lives constantly switching their attention from texting to IMing to Facebooking to watching TV— all supposedly without missing a beat. We even see training classes designed to teach managers how best to multi-task their Gen Y staff, the implication being that asking someone to focus on a single task through to completion has now become ridiculously old-fashioned for, if not downright heretical to, the new world order. Don’t believe it.
The beauty of agile comes in with its incremental nature and use of empiricism to focus on three “I”s - Interaction, Iteration, and Improvement.
Agility should not be translated to sacrificing planning, management guidelines, and quality assurance.
Agile Project Management focuses on selecting the right skills for project team members and molding them into productive teams.
Agility within and of itself is a strategy.
The agile way is more adapt to changes but shall not lose the sight of big picture.
Of the top 10 sources of innovation, employees are the only resource that you can control and access that your competitors cannot. Employees are the one asset you have that can actually be a sustainable competitive advantage.
The Scrum idea of a separated Scrum Master is good for Scrum, but not appropriate for most projects. Good development requires not just talkers but doers.
A long descriptive name is better than a short enigmatic name. A long descriptive name is better than a long descriptive comment.
Agile is more a “direction,” than an “end.” Transforming to Agile culture means the business knows the direction they want to go on.
Agile is more a “direction,” than an “end,” a philosophy and mindset at board level.
Round and round the blade went, producing petals that opened one on top of the other, white against the red. Ribbons fell from the knife's edge, curling around her crossed legs. And so it went until all twenty were done, the radishes cleared of their perky heads, their bodies floating in a bowl of chilled water like a delicate bouquet. No longer ordinary root vegetables, they were now brilliant roses carved to blooming age. The radish roses made pretty garnishes on the many cheese and herb plates that went out during the hungry hours of afternoon. They were also tangible, not to mention edible, proof of one of Bahar's greatest talents to date: hands that were extraordinarily agile, and arms of immense strength.
The goal of retrospectives is help teams to continuously improve their way of working.
Great ideas don’t die in the market, they die in the shower. People are too scared to pursue them because they appear crazy.
And this one?" the ghost at the front of the line called, pointing at Mulan. Yama waved his hand. Instantly, his demon guards prepared to jostle Mulan to the back of the line. But Mulan was too fast. She jumped, balancing atop two demons' spears, stepped onto one of the demon's shoulders, and leapt onto King Yama's dais. She closed King Yama's book and rested her palms on his desk. The ghosts and demons gasped at her audacity, but Mulan didn't care. Now she had King Yama's attention.
In essence, Agile is a philosophy and a set of principles.
Robert C. Martin’s definition of the Single Responsibility Principle, which states “Gather together those things that change for the same reason, and separate those things that change for different reasons.
But I should caution that if you seek to plot out all your moves before you make them—if you put your faith in slow, deliberative planning in the hopes it will spare you failure down the line—well, you’re deluding yourself. For one thing, it’s easier to plan derivative work—things that copy or repeat something already out there. So if your primary goal is to have a fully worked out, set-in-stone plan, you are only upping your chances of being unoriginal.
To focus on the visible at the expense of the essential is irresponsible.