Learn the basics of the agile way-of-life that has helped many companies realize their potential in the market. The agile secret sauce was once a thing that was only enjoyed by software organizations on the East and West coasts, but is now invading Indianapolis -- increasing productivity, making teams empowered (and happier!), and helping managers focus less on the taskmaster role and more on the important stuff.
2. We are driven by helping teams and
individuals be the best they can be. We do
this through introducing and living agile,
people focused practices.
3. Chris Daily
Experiences across multiple
industries focused in Agile
Transformations and Software
Development. Led teams in start-
ups to Fortune 500 companies.
Tana Linback
Background focused on the
people and organizational culture
that are the foundation of
business and Agility. Unique
combination of work in software
development and human
resources leadership.
The Statement of Values from the Agile Manifesto is often misunderstood. I’ve highlighted the word
Five Myths of Agile Development
Source: http://blogs.versionone.com/agile_management/
Myth #1: Agile Development is Undisciplined
Interestingly, most of the practices associated with agile development have been around for decades. It is only more recently that the practices have been packaged together as collections of interdependent practices. These practices, whether incorporated within Extreme Programming, Scrum, Feature-Driven Development, or any other agile methodology, really help define the innovation which has taken place.
Myth #2 – Agile Teams Do Not Plan
This misconception generally relates to a lack of understanding of an agile, or incremental, planning approach. Most agile teams spend as much, if not more, time planning their projects.
Myth #3 – Agile is Not Predictable
Agile development replaces detailed, speculative plans with high-level, feature-driven plans that acknowledge the inherent complexity and uncertainty of software development projects. Ongoing reconciliation of actual effort to original plans is replaced with incremental planning and re-planning at a more granular level throughout the development process.
Myth #4 – Agile Does Not Scale
Over the last decade, enough agile projects involving hundreds of people have been performed by multiple teams, in multiple locations, across multiple time zones to have a high degree of confidence in the ability of agile development to scale.
The Agile methodology is an approach to project management, typically used in software development. It helps teams respond to the unpredictability of building software through incremental, iterative work cadences, known as sprints.
The results of this “inspect-and-adapt” approach to development greatly reduce both development costs and time to market. Because teams can gather requirements at the same time they’re gathering requirements, the phenomenon known as “analysis paralysis” can’t really impede a team from making progress. And because a team’s work cycle is limited to two to four weeks, it gives stakeholders recurring opportunities to calibrate releases for success in the real world.
In essence, it could be said that the agile development methodology helps companies build the right product. Instead of committing to market a piece of software that hasn’t even been written yet, agile empowers teams to optimize their release as it’s developed, to be as competitive as possible in the marketplace.
In the end, a development agile methodology that preserves a product’s critical market relevance and ensures a team’s work doesn’t wind up on a shelf, never released, is an attractive option for stakeholders and developers alike.
***ALLOWS YOU TO GO FASTER?
William Edwards Deming (October 14, 1900 – December 20, 1993) was an American statistician, professor, author, lecturer and consultant. He is perhaps best known for his work in Japan. There, from 1950 onward, he taught top management how to improve design (and thus service), product quality, testing and sales (the last through global markets)[1] through various methods, including the application of statistical methods.
Deming is probably most famous for the Deming Cycle, which has lives on in most business sites in America in some form. Kind of looks like Scrum, right? So how does this apply to Continuous Delivery.
In essence, it could be said that the agile development methodology helps companies build the right product. Instead of committing to market a piece of software that hasn’t even been written yet, agile empowers teams to optimize their release as it’s developed, to be as competitive as possible in the marketplace.
In the end, a development agile methodology that preserves a product’s critical market relevance and ensures a team’s work doesn’t wind up on a shelf, never released, is an attractive option for stakeholders and developers alike.