Best 75 quotes in «agile quotes» category

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 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

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.

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.

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

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

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

Don't let your tools become your process.

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.

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

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.

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.

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 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.

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.

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!

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.

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

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

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

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.

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.

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.

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.

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

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

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.

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

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

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

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

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.

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.

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.

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

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.