Best 75 quotes in «agile quotes» category

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.

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.

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.

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

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.

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

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.

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.

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

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

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

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

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 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.

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

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.

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.

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!

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

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

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 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 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.

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