Transcripts
1. Introduction: In a world that is changing all the time, we need to adapt faster. The longer a plant is, the more likely to fail. The technical quality of the products demanded by the customers is higher and higher. We need to provide real work in value frequently. The ability to collaborate in a multidisciplinary team. Is it scaled on-demand? Hi, my name is Ignacio boss by lead, coached and managed agile projects and Scrum teams for customers like MTV rider, eHarmony, version one, which is one of the top agile project management tools and many others since 2005 all over the world. In my career of intensive learning and practice, I got many certifications including Certified Scrum professional, Scrum master, product owner, and IHL Golgi and certification, which are very difficult to achieve. Iols word 15 years as a professor for agile methodologies on system design in one of the most important technological universities in Argentina. I love to teach I Agile and Scrum, and I design a lot of hours of training. Dime bring in a line. I prefer to teach with games and activities that can simulate the real world. In this course, we will focus mainly on Agile, how accelerate business unwired the values and principles that deems mass embrace to build the right mindset. We will not focus on Scrum or any particular framework or methodology. Understanding Agile correctly is essential as the first step to move to any Agile framework like scrum later, it will make a difference between doing Agile and the NIJ. If you had a leaders from master or agile, coach, these activities and games will be very helpful to play with your teams. This class can always be improved. So if you have any topic that you would like to know more, please let me know so I can include it in this class or in future courses. What are you waiting? Start discourse now.
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3. Fundamentals of Agile - Learning objectives: In this section, we will learn basic but important concepts to understand our GI, such as the Deming wheel and iterative and incremental development. Let's start.
4. Plan-do-check-act: This is the plan do, check, act, site goal. When I refer to the origins of Agile, I like to associate them with the quality movement. This is William Edwards Deming. Deming is considered by many to be the father of modern quality control. Deming was an American engineer, study Shannon professor, author, lecturer on management consultant. He is best known for his work in Japan after World War II with the leaders of the Japanese industry, Japan rose from the ashes of war to become the second largest economy in the world. Partially because of the ideas of Deming. Deming made popular what he referred to it as the Shewhart cycle, which had evolved into plan do, check act or PDCA, also known as the Deming we'll plan do check act, is an iterative pour step management method used in business for the control and continuous improvement of processes and products. Plan establishes objectives and processes required to deliver the desired results. Due is the face that allows the plan from the previous step to be done. Check is the face where the data results gay there from the to-do phase are evaluated and inspected. The Act phase is where a process is improved and adapted. So the plan do check act cycle is a model of iterations for continuous improvement based on inspection and adoption. Agile methodologies are variations on improvements of the Deming wheel but to certain contexts or type of problems and can include details of what to do, rules, Rawls, values, and principles. By the end of this course, you will be able to understand all the concepts in this diagram on the best practices to implement it in your team or organization.
5. Certainty vs Uncertainty: Certainty versus uncertainty. In traditional software development, the waterfall model was used for a long time. It defines very clear and consecutive steps to build a product that is only usable as a whole at the end, after completing all the steps. In every step you have to complete edit, tail and comprehensive work in order to move to the next step. If the work on any previous step is incomplete, contains errors or new requirements are needed. Those changes are very difficult and expensive to address. Now, this approach is great, but only when you know from the beginning exactly every scene that you will need to do. And you are certain that is not going to change, which nowadays in most industries and businesses, that is very rare and uncommon. The waterfall approach makes sense when you can define what to build with a high degree of details. And you need to be certain before building it us, it will be there for a long time and modifying it will be super expensive or even impossible. If I ask an architect to wheel house for me and as soon as iMovie and I say, you know what, I would like to tear down that wall and unpolluted over there. And the dormitory, I think it should be moved to the first floor instead of the ground floor. Well, it could have been better to define that before building the house, right? Because now those changes will cost me a fortune. In the old days, software development was compared to civil engineering. However, programs were made with punchcards, which required a lot of effort and detailed previous analysis. Also, there were not personal computers and the time of running a computer was incredibly expensive. So you could not afford bringing a baggy card to the computer center to run a program that needs adjustments and waste so much money for nothing. But fortunately, that is not the case anymore. Nowadays, changing a program is quite cheap. Nowadays, most of businesses have to face and solve complex adaptive problems. That is a problem that you understand, but it has a lot of uncertainty and the solution will have to be adapted to a lot of variables that you cannot know right now or control. The waterfall model is not effective for problems with so much uncertainty. One example is a software product that face a lot of uncertainty in requirements and technology and need to be inspected and adapted very frequently to achieve its vision. The good news is that software on many other products are moldable. That means that they can be modeled unchanged quite easily. At a relatively low cost. Building software is like opening a door to a new universe. Really. You understand the problem to solve on the goal, but you are entering into an unknown, a new world where you will discover and learn a lot of new things along the way. In the upcoming sections, you will learn how to deal with uncertainty and adapt your product to unexpected changes in the business.
6. Iterative and Incremental development: Iterative and incremental development are crucial concepts in Agile. Let's start by comparing linear development versus iterative development. Linear development is very simple. You have a plan and a goal, so you execute the plan to achieve the goal. That's seen. However, if there are deviations on the original plan or someone needs to change the goal that was not part of the original plan. It's not very easy to manage. In an iterative development. We start with an initial plan or a draft on an initial goal. During the execution, we will have iterations with points of control. At the end of each iteration, we check how we are doing according to the plan and a goal to take corrective actions. We plan the next iteration and continue. We checked and act again, and so on. For every iteration, even the initial goal changes, we can always adapt to it. If during the execution someone has new ideas, there are external changes, taxes or anything that was not in the initial plan, but they have an impact on us. We can always include them, are react on time. Agile methodologies use iterative development in order to inspect the progress to the goal and adapt to unpredictable factors. Now let's compare modular development versus incremental development. As an example, let's suppose that our customer wants a bowl to play. In modular development, you build different parts of the product that are not useable. You assemble them in faces until all parts are integrated together and the product is ready to use. In incremental development, we start with an initial ball that is useable and we give it to the user to learn about his needs. The customer says that looks fine, but it doesn't adhere well to the floor. So we take the US as new requirements. We add some rubber on it and give it back to him. The customer says that that was an improvement, but he thinks that the problem is L, so that is too light. E1_l. So ask if it's possible to make it blue. So we fill it with heavier material and change the color. In modular development, the users tell us the requirements in the beginning. And if data like their product, their frustration is high and is typical to blame them saying that they don't know what they want. Agile methodologies accepts that it's difficult to know what one wants, especially with new stuff until one use it. And we can not guess it either. So incremental development is preferred to provide early use of old versions of the product. Fail fast if the vision is not good enough, get feedback early. Lehrer fast, unimproved it so that the users can get what they really need. We learn with them.
7. Two approaches of Work - Learning Objectives (Optional): In this section, you will play a game where you will complete a very small project with two approaches. You will decide which one works better for you and evaluate the impact time-to-market on early value in the context of real products. Let's start.
8. Two Approaches of Work - A Game for you - Part 1 (use paper or template link): I have a game for you. You will have to complete three very small projects. You can just use two sheets of paper with three columns in each one, so it will be easier to visualize the timer. You can also use the link to the spreadsheet provided, but you cannot use any formulas. That is not the idea. You will have to type all your answers with no help. Suppose that you have to work in three projects. The first project is the alphabet. The second project are the Roman numbers. On the last project are the multiples off seven. But we will do this with you. Different approaches. The first approach is Rose. That means that you will complete each row and move to the next one. For instance, in the first roll, I will complete a one in Roma number seven in the last column on moved to the next role to write, be to 14 then moved to the third row on right, see three to anyone and so on. You got it. The 1st 3 rows are now example so you will have to start from here with the next row on complete. 10 Rose from there. While you work, I will show you a timer. The timer will work like this when you are down with all the rows, right? The total time that took you to complete all the projects. And then you can move to the next video. Okay, I will stop the timer now. If you need more time to prepare, please post the video. Are you ready to start? The timer starts now.
9. Two Approaches of Work - A Game for you - Part 2 (use paper or template link): the second part off the game is similar, but with a different approach. You can prepare a new sheet of paper with three columns to you will work in the same project, but this time you will complete all the 10 values off each column before moving to the next column. For instance, I will start with the alphabet project and write a B C next, next and so on. Off course you will start from here after the examples to complete 10 values. When you are done, you will write the total time that took you to complete that project. That number is only an example. It doesn't matter if you're faster or it takes longer. Then you will work on the Roman number project. For instance, I will write 123 and so on for 10 values. After the examples When you're done, please write the time that you see in the timer. Finally the same for multiples off seven, 7 14 21 Next. Next. And write the time that you see in the timer when you're done with 10 values after the examples. Okay. If you need time to prepare police post the video. The timer will start now. No Oh,
10. Acitvity: Reflect on the game (use Survey link): The first approach was about working on all projects at the same time, or multi tasking, with no limit for work in progress. The 2nd 1 was about working on one project at the time, with a limit off working progress equal to one. We have to admit that you may have an advantage the second time you already practiced with each project. But it will be good if you can reflect on the following questions about how did you feel with each approach? The 1st 3 questions are from a positive perspective. Which one was faster with which one were you? More focus. Which one gives you more satisfaction? The last three are negative. Which one wants more stressful? Which one wants more error? Prom on which one is the more complex to work toe? Answer these questions. Please open the Sarver link in the resources off the video or project description. Once you submitted the survey, please continue with the next video
11. Conclusions of the approaches of the Game: Let's compare the two approaches that do just work on. Instead of three projects, we can imagine that those were the three features of one project or task. The idea is the same. So the first approach is how a waterfall model works. You cannot release until you have everything completes. The second approach is more like agile works. You worked on one thing at a time on new Carolus features as soon as they are done and make them available to users. So this provides early value. One at a time, means that your work in progress limit is one. In general, people feel better working on one task at a time. Because increased pockets with less distractions. For instance, when you are working in some Finn and someone interrupts you, or you need to switch tasks. You need some time to think back where you were add with your task before you can continue. Is less stressful, provides more accurate and faster results. They can have more attention to detail and tasks become easier to accomplish.
12. Activity: Impact on Stakeholders (use template link - Stakeholders tab): What can we think from the perspective of the stakeholders and customers? It is not all about how we build the software. Actually, the main goal is to satisfy the customer. The truth is that both approaches may take similar time to complete each project or picture. So what is the benefit for the customers? The benefit is the time to market. If we assume that each project takes one month of work with the approach one, old customers will receive the projects after three months. With approach, one customer will receive it after one month and other customer after two month, and only the last customer will receive it after three months. Please make a table like this and complete the cells. If you refer to the resources of the video or project, you will find a spreadsheet with a stakeholder stub that you can make a copy unused for this activity to, for each approach and for each month indicates what was done, how the stakeholders might feel. And assuming that each project can generate 300 thousand of income, it's month, once they are ready, what is the income of each project so far for each month? Pause the video and continue when you are finished.
13. Activity Review: Impact on Stakeholders: Let's take a look at how both approaches work for the customers. After the third mode, with approach one, you have nothing done. All customers are waiting and the project income was 0. With the second approach, you finish Project one. So the customer one is super-happy. There is no perfect income because Project One was just finished. So there are no earnings yet. After the second mode with approach one, not in his finish. So customers might be nervous or anxious and there is no project income with Approach to you finished project too. So customer two is very happy to. Now because project Guan generated earnings last month, you have 300 k in your favor. After the third mode, with approach one, you've finished all the project at the same time, all customers are unhappy. They things those projects should take less than three months with our approach to you finished project three. So Customer three is not so happy as customer one and customer too, but he also has his product. The project income is 600 K because project Guan generated 300 k again, and Project Two generated 300 K2. In summary, bought approaches finished the three projects in three months. The difference is that with approach one, all customers are unhappy and they are was not project income with Approach to most of the customers are very happy and there was a project income of 900 K. And this is with the same amount of work. The conclusions of this numbers are very powerful. They impact to their business is huge. You will see more about this during the Scrum lessons on specific galley with the focus value. This is the reason why Kanban boards limit their work in progress and the lean philosophy of stop-start in onStart finishing.
14. Agile Investment Model - Learning Objectives: In this section, we will see the impact of AI on the territory of an incremental development on the financials and opportunities for a project from the perspective of an investment. Let's start.
15. Agile Investment Model: Investment Options 2: agile investment model, many times agile. It's absurd. From the point of view off productivity for the teams and work conditions, we will take a look at how agile helps to get revenue from the Mestre point of view under impact on their business. Let's suppose that someone reliable offers you to investment options, and you have to choose one in the 1st 1 You start with an investment off $1200. At the end of one year, you will get back 1800. Now, this is just an estimate. If things go really well, you can get more in about scenario you call this morning, or if things go really bad, you can listen all in the second investment option, you will invest 100 per month for a year, which is 1200 in a year to The difference is that you will get 150 Indian off every month, which is as 1800 off revenue in a year. This investment, Haas, exact the same risk as the previous investment option. So which one will you choose? Okay, If they're not decided, I will clarify that in the 2nd 1 you can exit at any time. You are not forced to continue with the Monley investment every month for one year. If you don't want to with the 1st 1 you cannot get out until the end of the year. Okay, I hope you have your choice. The difference is that with the 2nd 1 you can reign best earlier the morning you get in something else or if this investment is good, you can reinvest it in it for the following months. Actually, from the second month, the following investment will be kind of free. You just invest what you got from the previous mornings. You never put 1200 in risk. Also, there's a difference with their race management. With the 2nd 1 you can manage the risk every month to invest mawr or get out. If this investment is bad, you may lose for 12 or three months, but not your whole. Savon's putting money in a project to be the software expecting a benefit is not much different to invest in something else. When you work in a product or project with agile the investment model for the stakeholders look more like the second case
16. Agile Investment Model: Fixed Price Contract vs. Agile Contract: suppose that you are a company that wants to build a project. A new contact to Bender's. The 1st 1 offers you this contract. It has a fixed price, so no surprises. It will be delivered in one year. All the features to be built, our details. However, if you need any changes, those will be estimated uncharged. Additionally, the second vendor offers you this contract. It is a flat fee off 100 per month. There will be partial deliveries every month with the variable scope according to the priorities. And if you need to cancel or make changes in the team, you need to give two months off notice, period as a vendor, Haas Coast to absorb which one gold you bake Well, the second contract will give you an investment model, like in the sector on the investment modern that we've just seen it iss more how an agile development contract looks like some China's many companies don't feel comfortable with the agile contract. They get scared, they say. What do you mean that I don't know what I will get? I want to know exactly what is going to be built. How long is going to take and how much is going to cost. And that is understandable because I would like to know the same if I hire a guy to paint my house. But we're not hiring that kind of predictable service here. We will build something new, something that does not exist and you cannot just go and buy. That is why we're building it. Otherwise we will just buy it somewhere on end of story. Therefore, it's something complex that can change on. It will change. Companies with a fixed price mindset want an unrealistic sense off security with a fixed price contract, but they get into a very risky commitment. They need to understand that they will invest in a complex product that needs to be discovered and adopted and how the investment model off agile will work for them. In the I T industry. Our responsibility is not only to build good software, but L Soto advice on the best way to get benefit from the best meant to maximize the value , so we should be able to explain the impact off both cases. The stakeholders might not care if we use our job or scram, but they shall understand the benefits off early value under risk off a product that needs adaptation. You can always make a rough estimate to give a sense off size for a set of features US A. Draft, but it is better to learn and adopt for potential new features in every iteration.
17. Agile Investment Model: Investment in Software: We will take a look at how this investment models with this contract work When building something complex, like a software product. In the first approach, you commit all your budget from the beginning, off the project and at the N off the time frame off. One year you will have your revenue that is your product because this is just born and was never used. It may be good or a great failure if they're in the project. You have external factors. Competitors come with new features or you have new ideas. You cannot change your scope because you have a contract. If you want those changes, you will have to pay more on. Maybe you can't afford them because you already spend all your budget for features. That may not be very important. Now, with the second approach, you pay monley for a team working on the most valuable things on giving you a product every month or in less time, this product does not have everything you wanted, but just a few important features that user can make use off it with their feet back. The next month, you may decide to build a mobile up or a shopping cart or change the technologies off the product. If you are able to make some money with the early bearish ins, the rest of the project may be paid by itself without additional spending. So every month you decide what to do next. If this product is successful, you may want to invest more to develop than your features faster. If you realize that you, sirs, don't really want this product, you can just cancel the project or change the vision. In other words, if the project is not worthy, you can fail fast and cheap instead of wasting a lot of time and money. If the product is good, you can react on time to provide what users really need. The good part that if you hire a company working this way, their success depend on the success of your software. If your software is successful, the vendor will have a long term contract with you because the product will need to be adapted all the time because of new requirements. If the software fails or you don't like how they work, you will cancel the contract so the vendor will need to be apartment with you to guide you in the right direction to achieve your goals and value. Improve good progress to you in every iteration. According to a study conducted by Forrester. When companies were asked how they decide which products to build, only 24% had a financial model for economic value optimization. Half of them were the side by a committee, so it looks like 76% off. The companies decide with some kind off intuition. The risk on potential loss off opportunities that this companies are running into. It seems very high. Besides how they decide which products to build, an agile approach will always give the chance to check bristles early on often how things are going on, take decisions to continue or move to something else.
18. How it going? Any questions?: Hey, I would like to take a small break with an imaginary tea or coffee with you to say thank you. Thank you for taking this class. If you're here, it means that you are doing a really good progress so far. So congratulations for that. Do you have any questions so far? Please let me know in the questions or this cash on Sexual. If you like the car so far, please lever of you. I hope you continue enjoying the cars.
19. Agile - Learning Objectives: In this section, we will discover the Agile values and principles through a series of assignments to finally embrace the agile mindset. Let's start.
20. Activity: What is Agile and what is not? (Use paper): Before we define what is agile, I would like you to write a list of what do you think is ij and what is not just using the knowledge that you have so far. You can do this list in a sheet of paper, a document on the computer, or whatever you like. Once we define Agile, you shall be able to validate which of your items are correct or not. If you have some questions or comments to validate your least, please let me know. I will be happy to help you.
21. Activity: Values puzzle (use link): Before I tell you about the values in Agile, I would like you to try to solve a puzzle by yourself with your own knowledge and assumption. So far, this game has been useful for my training courses to generate discussions. And I hope it adds some challenges to online training students to if you are a scrum master or jelly coach or you're looking to become one. You can use it to teach your organization about agile. So you have to go to the URL in the assignment, and you will open a page like this. This will be read only for use, so you'll have to go to file, may copy, write the name you want here, and then you have a copy ready to use for yourselves. Once your copy is ready, you have AID cards. So you have to move them in a way to find pairs of cards. For instance, I want to match individuals interactions with comprehensive documentation. This is just an example. But what I want to do is to find pairs of cards where they are contradictory, but also complimentary at the same time. This is a bit difficult, I know, but that is the idea. So for instance, if you will need some questions to help you, you can take a look at these questions and think what will come out, individuals and interactions to work. So maybe one of this force alternatives will help the individuals and directions. Let suppose that I choose comprehensive recommendation. And other one will be what tells you what features to build for the working software. So let's suppose I pick processes and tools. And that is, once I have four pairs, just forget about any assumptions of this previous questions. And assume that you are building a complex product. And that for every pair of cards, you can only choose one. So for instance, between individuals and interactions over comprehensive documentation, I should be one. Which one I will prefer for my product assuming that I can only pick one. So let's suppose I pick our comprehensive documentation, so I put it to the left. So between working software on processes and tools, I think working software, he is more important than processes and tools. So I place the most important one for me on the left, and that's it.
22. Activity Solution: Agile Values Puzzle Solution (use survey link): Let's take a look at the solution for this parcel. Well, it helps to individuals and interactions are processes and tools. In order to know what to build for the working software, you may use comprehensive documentation. In contrast to customer collaboration, you may have contract negotiation and also following a plan are responding to change are two concepts that can help to each other. So if your solution is different than these four pairs, please pause the video, go back and fix them. The next thing is that you will have to peak for each of these pairs. Which one do you think is more important in the case that you can only pick one of these skills or values for your project, please select the one that you think is the most valuable for your team. So this is the solution. We have individuals and interactions over processes and tools, working software over comprehensive documentation, customer collaboration, over contract negotiation, responding to change over following a plan. If your solution is different than this, don't worry, it's fine. You did not have any previous knowledge about these values and everyone has different experiences. The idea is to self-evaluate how aligned you are already with Agile values, reflect on them, unthink how they can help you in the future. We will see more about these values in the Agile Manifesto lecture.
23. Agile Manifesto: 4 Values: The Agile Manifesto. Congratulations, if you
did the assignment, you just build what is known
as the Agile Manifesto. You can take a look at it
in Agile Manifesto.org. The Agile Manifesto is a set of values and
principles for Agile, written in 2001 by probably the most
remarkable authors of the software
industry at the time. If you read the names
without signing the Agile Manifesto in the list, you may identify that
they have influenced generations of
software engineers and they published books
that are used in many universities or just standing on the desk
of the engineers. Between these names
are included, Ken Schwaber and
Jeff Sutherland, who together created scrum. The Agile Manifesto
has four main values. The Agile Manifesto says, we are uncovering better
ways of developing software by doing it and
helping others do it. Through this work,
we have come to value individuals
and interactions over processes and tools. We don't deny that processes
and tools are needed and useful steel when we focus on individuals
and interactions, we are empowering the people to take ownership to
achieve the goals. As a result, they
will own the process, improve it as needed, and select the best
tools to achieve it. Have you ever joined
a football game with people you have never
played with before? You may recall that you just
follow the football rows, but the new team starts
organizing during the game. Assets plays Something. Members take a
role in the field, switch roles, or improve
the team's efficacy. Learn how to communicate, established some tactics
to achieve the goal. Because of individuals
and interactions, you can see that the
process and tools of the new team are
emerging, untaken form. Avoid team can spend
time planning how that will play in an
allies their rival. Many decisions we look
here during the game, individually and collectively, according to how
the game evolves. What are the people's skills, opportunities during the game, and what their rival does. Working software over
comprehensive documentation. Some documentation is useful
but cannot be delivered or used with working software
even with an early version, you can give it to the users and get feedback with documents. You don't know if you are
in the right track or not. Customer collaboration
over contract negotiation, contract is necessary,
but we don't want the tough contract that limit our creativity and
collaboration. A contract does establish a basic agreement of
work should be enough. We shall better encourage
customer collaboration in order to find the most valuable things
for the business. On the last one is responding to change over following a plan. A plan is valuable, but for a complex product in a business context that
is changing all the time, the ability to
respond to change is highly more desirable
in those contexts, any plan will be
subject to change. Finally, they say, while there is value in the
items on the right, we value the items
on the left more. So to make it clear, they don't say that the items on the
right are not useful. They are useful,
but they prefer to focus on the items
on the left more.
24. Activity: Agile manifesto - Principles puzzle (Use link): The Agile values are supported by 12 principles. Before looking at them, please take the following assignment and follow the instructions to get familiar with the principles and generate insights of how they are related to the values.
25. Agile Manifesto: 12 Principles: The 12th principles of
the Agile Manifesto. As you may see, the
Agile values and principles are kind
of self-explanatory. Let's review the
principles and think, do which values they contribute. The first thing I have to
clarify is that there is no official mapping between
the principles and values. So there is no right answer. In reality, they should all be a bit connected to
all the values. This is more like
a game to retain the name on motivation
of the principles. So if your solution looks different than
mine, don't worry. This is just to think how
they can be useful for us. Our highest priority is
to satisfy the customer through early and
continuous delivery of valuable software. This is somehow related to
customer collaboration. Although because of the early
and continuous delivery of valuable software is also
related to working software. It is not a coincidence that the first leadership
principle of Amazon is customer obsession. Leaders started with the
customer and work backwards. We don't wait to the end of the project to provide a
happiness to the customer, we give updates of the product, often welcome
changing requirements even late in development, agile processes
harness change for the customer's
competitive advantage. This principle
will contribute to respond to change in Agile, changes are not about the world. They are good news
because it means that we know more about
what is really needed. Deliver working software
frequently from a couple of weeks to a couple of months with a preference to the
shorter timescale. That means that we provide frequent updates to the
software that if she wants, the user can use it
for her benefit. Business people and
developers must work together daily
throughout the project. The business people are
experts in the domain. The developers are
experts in technology. So the best is that they were together towards the same goal. Only when they work
together we can find the right spot to satisfy customer needs with business viability and
technical feasibility. Build projects around
motivated individuals, give them the environment, support they need, and trust
them to get the job down. Motivation is not easy. Usually, it is related to
intrinsic motivations. But it is proven that teams with an open boys
psychological safety on the sense of making an
impact are more motivated. The most efficient
and effective method of conveying information to and within a development team is
face-to-face conversation. In Agile, we want
the full richness of communication to make decisions faster and collaborate more. Working software is the
primary measure of progress. Document boards, diagrams
are not the real progress. The only real progress is
what he's finished unusable. In waterfall, the
progress goes from 0% to 100% the day that
the project is finished, uninstalled in Agile, we want to make their
progress smoother, releasing working
software frequently. Agile processes promote
sustainable development. The sponsors,
developers, and users should be able to maintain a
constant pace indefinitely. A project with overtime that is exhausting, it's
not acceptable. Team should be
predictable and reliable. Continuous attention to
technical excellence and good design
enhances agility. It is important to improve
unshare technical skills. In other words, be the
best at what you do. Simplicity is essential. The art of maximizing the
amount of work not done. Don't build something
just in case, just build what is needed now
and nothing more than that. You will add more when he's
really needed unbelievable. The best architectures
requirements and design a marriage from self-organized teams
give the team goals, not really Zipes. They should work as a team on architectural
decisions and not with a decision-maker that
will come up with better solutions at
regular intervals, the team reflects on how
to become more effective than tunes and adjusts
its behavior accordingly. In practice, this is known
as the retrospective, where the team
checks what happened in the last iteration
or delivery, undertake actions
to perform better. Given the four Agile values, which one is the most
important for you? Which one is the most difficult? The answer depends on your personal experience
and work in context. Connecting them to the
principals may give you a clue of what to do to be
successful on those values. For instance, if I think that the most difficult value in my context is customer
collaboration, I should look into ways of improving customer
satisfaction, face-to-face conversation
on negative businesspeople and developers work together.
26. The Agile Mindset: So what it means to be agile? It means that you follow, pursue unbelief in all the values and principles of the Agile Manifesto. That's it. That's all. Basically, there is no more rules to be agile. You are not required to follow any particular method, framework or practice. But if someone fails or denied to one of these values or principles, that is probably not agile. It doesn't matter if things are going well or not. It may be something different to Agile. In other words, agile is a mindset. A mindset described by four values, which are defined by 12 principles, manifested through practices like user stories, story points per programming, and many, many others. On, executed through frameworks like Scrum, Extreme Programming, save Kanban, and many others.
27. Next Class: If you enjoyed this class, you can invite a friend. I'm used your referral code to take the abandoned Spock referring a friend. Now it's time to continue with your next class. You can continue with Scrum in depth to learn the fundamentals of Scrum. Or please feel free to take a look at my other classes in my profile. I have a great day and see you in the next class.
28. Final Thoughts: My main goal is to help you with new knowledge that you can apply at work un become a successful, unprofessional leader. If you have any questions or if you think that something was Mason, please let me know so I can guide you in the right direction or include the topic in this cars or future curses. I hope that you enjoy this curse on. You can recommend it to others. If you like this course, place some forgets to lever of you. You will help me to spread my word. Support me to bring more courses. You will have other people to take the position off Joining this class to thank you.
Ignacio Paz, Agile Coach and trainer, Professor
