By Greg Smith, Ahmed Sidky
Many books talk about Agile from a theoretical or educational standpoint. Becoming Agile takes a distinct technique and specializes in explaining Agile from a case-study viewpoint. Agile rules are mentioned, defined, after which proven within the context of a case learn that flows in the course of the publication. The case learn relies on a mix of the author's real-world reports.
Becoming Agile additionally makes a speciality of the significance of adapting Agile rules to the realities of your surroundings. within the early days of Agile, there has been a common trust that Agile needed to be utilized in all stages of a undertaking, and that it needed to be utilized in its purest shape. over the past few years, respected Agile specialists have all started wondering this trust: We're discovering that the simplest deployments of Agile are personalized to the realities of a given company.
Becoming Agile discusses the cultural realities of deploying Agile and the way to accommodate the wishes of executives, managers, and the advance crew in the course of migration. the writer discusses worker motivation and developing incentives that gift help of Agile techniques.
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Additional info for Becoming Agile: ...in an imperfect world
Example text
In traditional software development, analysts write requirements, and architects lay out the architecture of the system. Then the requirements and architectures are communicated to the team in a document. In the agile world, we encourage teams to self-organize. True self-organization involves giving the whole team the task and asking them, as a team, to complete the task without specifying who should do what—they’re left to self-organize. It will naturally occur that architects will lead the discussion when it comes to architecture, but now everyone is free to challenge them and suggest new ideas that may enhance the architecture the architects would have come up with on their own.
Discoveries are certain to delay the project or jeopardize the quality level of the release. com> What does it look like when a team “becomes agile”? 21 But over the years issues began to evolve. First, every software release supported up to 20 existing customers. The customers competed with each other to get the features they desired into a release. If a request didn’t make the release list, customers became upset. The second issue related to discovering missing functionality during a release.
1 Increasing customer involvement A traditional process has the customer involved mainly at the beginning and the end of the project. In agile, you seek customer feedback and input throughout the project. The customer or product owner is involved in planning, tradeoff decisions, prioritization, and demonstrations. Increased customer involvement leads to several benefits such as quicker feedback, accurate delivery, increased customer satisfaction, and rapid decisions. A great indirect benefit of customer involvement is the customer’s newfound appreciation for the work needed to deliver on requests.