Best 75 quotes in «agile quotes» category

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.

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.

Scrum дает нужную гибкость, чтобы быстро реагировать на меняющиеся условия рынка и давление со стороны конкурентов или внедрять новые идеи наших команд.

Strong executive commitment is a success factor for implementing Scrum, and management can best demonstrate their support of the transformation through their actions.

Shifting customer needs are common in today's marketplace. Businesses must be adaptive and responsive to change while delivering an exceptional customer experience to be competitive. Traditional development and delivery frameworks such as waterfall are often ineffective. In contrast, Scrum is a value-driven agile approach which incorporates adjustments based on regular and repeated customer and stakeholder feedback. And Scrum’s built-in rapid response to change leads to substantial benefits such as fast time-to-market, higher satisfaction, and continuous improvement—which supports innovation and drives competitive advantage.

Team performance is directly proportional to team stability. Focus on building and maintaining a stable team. Stability reduces friction and increases credibility and confidence.

The Agile Project Management principles and framework encourage learning and adapting as an integral part of delivering value to customers.

The agile way is more adapt to changes but shall not lose the sight of big picture.

The beauty of agile comes in with its incremental nature and use of empiricism to focus on three “I”s - Interaction, Iteration, and Improvement.

The goal of going Agile is to hedge risk by doing incremental-iterative development, increasing overall process efficiency, and the quality of the final output.

The agile way is customer-centric, purpose-driven, capability-based and talent-oriented.

The essence of Agile movement, whether in new product development, new service offerings, software applications, or project management, rests on two foundational goals: delivering valuable products to customers and creating working environments in which people look forward to coming to work each day.

The first servant-leader in any successful organization is its founder.

The goal of retrospectives is help teams to continuously improve their way of working.

The more detailed we made our plans, the longer our cycle times became

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.

Vision without action is a daydream, but action without vision is a nightmare.

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.

There is an absolute need for organizations to innovate, grow, transform, and reinvent themselves faster than ever before.

Thriving in today’s marketplace frequently depends on making a transformation to become more agile.

To focus on the visible at the expense of the essential is irresponsible.

The pace and ability at which an organization is able to effectively innovate will be the determining factor of competitiveness in the future. The future is now.

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.

What you do matters; why you do it matters more.

We need to uncover better ways to improve and retrospectives can provide the solution.

Accountability means to say what you do, do what you say.

With agile retrospectives the team drives their own actions!

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.

You can only fail better only if you learn from failures. And then failing is something that prompts you to move ahead.

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.

Agile is not prescriptive and which techniques are appropriate will depend on the context.

Agile and DevOps are for harnessing integration, interaction, and innovation.

Agile is more a “direction,” than an “end,” a philosophy and mindset at board level.

Agile retrospectives give the power to the team, where it belongs!

Agile retrospectives are a great way to continuously improve the way of working.

Agility within and of itself is a strategy.

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.

Agile does not mean laissez-faire, flexibility and freedom are based on the well-defined principles.

Agile is more a “direction,” than an “end.” Transforming to Agile culture means the business knows the direction they want to go on.

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.

A good manager focuses on managing impediments, process, team’s health, protects the boundaries of self-organizing teams, promotes a healthy culture, and helps eliminate waste.

A job interview is a two-way communication to probe for cultural and team fit. No matter which side of the table you sit, you should be asking questions that are important to you without fear.

Agile Project Management -like its lean development counterparts- streamlines the development process, concentrating on value-adding activities and eliminating overhead and compliance activities.

A long descriptive name is better than a short enigmatic name. A long descriptive name is better than a long descriptive comment.

Arming employees with the tools, know-how, and mindset needed to successfully innovate on a continual basis will be paramount to organizational survival.

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.

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

A ScrumMaster who takes teams beyond getting agile practices up and running into their deliberate and joyful pursuit of high performance is an agile coach.

A slight shift in perspective changes everything.