Best 75 quotes in «agile quotes» category

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

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

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

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

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 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!

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 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.

A slight shift in perspective changes everything.

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

Before starting a retrospective, you need to think about which exercises would be most suitable.

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.

Delegation is not a binary thing. There are shades of grey between a dictatorship and an anarchy.

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.

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.

By adopting an agile mindset and providing improved engagement, collaboration, transparency, and adaptability via Scrum's values, roles, events, and artifacts, the results were excellent.

Doing agile is a set of activities, but being agile is the state of mind, the ongoing capability, and the cultural adaptability.

Don't let your tools become your process.

Doing Agile is just a first step; being agile needs to have a totally different mindset, and multidimensional perspectives.

Great ideas don’t die in the market, they die in the shower. People are too scared to pursue them because they appear crazy.

Frame your problem statements into actionable tasks and goals that lead to a solution. Problem statements incite procrastination and resistance whereas solution statements inspire hope and motivation.

Getting feasible actions out of a retrospective and getting them done helps teams to learn and improve.

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.

If your goal is to deliver a product that meets a known and unchanging specification, then try a repeatable process. However, if your goal is to deliver a valuable product to a customer within some targeted boundaries, when change and deadlines are significant factors, then reliable Agile processes work better.

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.

If you focus on the strength of the team, you will begin to find work as a positive challenge.

If the discipline of requirements specification has taught us anything, it is that well-specified requirements are as formal as code and can act as executable tests of that code!

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.

In essence, Agile is a philosophy and a set of principles.

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.

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.

Innovative ideas aren't generated in structured, authoritarian environments but in an adaptive culture based on the principles of self-organization and self-discipline.

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.

One of the reasons to see improved productivity in Agile is because of the simplicity principle.

Orchestrating a diversified team can indeed enhance the higher level of harmony.

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

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.

Potentially shippable is defined by a state of confidence or readiness, and shipping is a business decision.

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.