Best 75 quotes in «agile quotes» category

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

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

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

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

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 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.

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 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.

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

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

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.

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.

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.

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

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

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

With agile retrospectives the team drives their own actions!

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

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.

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 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.

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

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 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 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.

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.

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.

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

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

A slight shift in perspective changes everything.

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.

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

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.