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The Ultimate Guide to the Agile Manifesto

Are you interested in learning about what Agile Manifesto, what Agile’s core principles and values are and what they have to offer to help you benefit from the same in your organisation?Well, if you are, then you have come to the right place, because after reading this article, you will come to know about:What Agile Manifesto isThe purpose that Agile Manifesto servesThe history of Agile ManifestoWhat Agile Manifesto values areThe values of  Agile Manifesto principles.By the end of this article, you will have comprehensive knowledge about Agile Manifesto, its values and principles. Expansive as it may be, but it will feature core elements that define Agile in itself and how it can sort things out in any type of organisation.Firstly, Agile software development, also known as Agile, is an outlook to software development, one that unfolds requirements and solutions through the collaborated effort of self-organising, cross-functional teams and their clients or end users.It recommends planning using adaptive methods along with evolutionary development, empirical knowledge, and continual progress.This is a very short description out of the ocean of information about what Agile actually is. However, let’s stress on what Agile Manifesto is.What is Agile Manifesto?The Manifesto for Agile Software Development, commonly referred to as Agile Manifesto, Is a legal official order that includes twelve principles and four values to show the way for an iterative and people-centric approach to software development. It focuses primarily on testing while keeping the code simple, delivering the functioning bits of the application as soon as they are ready. It promotes an easy, clear and simple approach to developing software in short sprints so that each functioning bit of the software could be analysed and tested based on the client’s or the end user’s requirements, and may be changed if required to meet their needs.Although this set of values and principles were formed primarily for software development, the same can be applied to different forms of business.This makes Agile a very effective and flexible method for all forms of business.The history of Agile Manifesto and its developmentIt all began in Snowbird, Utah from February 11 to 13, 2001, where the ‘Manifesto for Agile software’ was formed. In the meet, seventeen developers formed this manifesto, ones such as Kent Beck, Ward Cunningham, Dave Thomas, Jeff Sutherland, Ken Schwaber, Jim Highsmith, Alistair Cockburn, and Bob Martin. They already had established themselves as leaders in the software industry and abandoned the ‘Waterfall’ approach.They realised the difficulty in creating good software and wanted to introduce new values to software development teams. This led to the desire of having a process etched on stone, a process that they were already practising on to bring a change in software development. Together, they published the ‘Manifesto to Agile Software Development’, that marked the beginning of the Agile movement.Agile Manifesto comprises of four fundamental values and twelve supporting principles, ones that head the Agile approach to software development. This manifesto defines the values and principles that software teams should embrace to achieve the landmark of creating good software.Agile Manifesto ValuesWe will discuss the four values of Agile, each value having two aspects, the ones at the left emphasise over the ones at the right. What is great about this manifesto is that it does not propose alternatives, but defining values, thus encouraging developers to pay attention to certain areas whilst not bypassing others.According to the Agile Manifesto, the four values are as follows:Individuals and interactions over processes and toolsWorking software over comprehensive documentationCustomer collaboration over contract negotiationRespond to change over following a planLet us see what these values individually have to offer and what we learn from them.1. Individuals and Interactions over processes and toolsThis stresses on the fact that although the right tools are vital to developing good software, it is very essential to have a cognitive unit to perform the task in the first place. A team of developers working together on a project with separate but unique tools in a single room will perform efficiently and quickly to deliver before or on the deadline day than isolated developers working with a well-defined process and a common set of state of the art and sophisticated tools in a huge office.We are not denying the fact that tools do not play an important part in creating good software. Of course, they do but we should bear in mind that tools do not work on their own and need people to make them work.And what are human beings in general?We are social beings and deliver quicker and with more efficiency when working together in a group. A cognitive unit of hard working and smart employees will work in tandem without any communication gap and make the flow of work smoother2. Working software over comprehensive documentationIn the past, there were records of lots of time being spent on documenting the product for development and delivery under tight deadlines. Test plans, technical requirements, documentation plans, interface design documents, technical specifications, technical prospectus, and approval required; the list was endless and this caused long delays in development. Documentation is important and serves the purpose of making the end users or co-workers understand how the software works. But there are times when the developers of a company are left with an uphill task of doing the documentation even before the commencement of developing the software, and if the company follows Agile methodology, then they should remember that the primary aim of a software developing company is to develop software, not to engage in the documentation for the majority of their time.Here, Agile comes into play and makes things easier for the developers. It breaks down the requirements of the client in the form of documents as user stories and that is exactly what each developer would need to begin working on developing the software.3. Customer Collaboration Over Contract NegotiationYour customer is the key to your success. Logically speaking, customers are the ones who help you in making better software. And How? Well, that is easy to explain. Customers are the users who will end up using a particular software. Developing the same while taking feedback and inputs from them will help you focus on the prime objective of giving the customers what they really want. They might not help in providing you with the next breakthrough idea, one which you have to come up with, but working closely with them and listening to their input will help you create what your customers desire for and as a result, develop flexible and successfully developed software.Sometimes, legal contracts with customers act as a barrier for you in communicating with your customers. You will need to devise a plan to separate the legal bounding that you have with your customers from the product relationship.Contract negotiations will be there as a part of the deal, but forming a relationship with the customer to facilitate communication will help you interact with the customers with a human touch, failing to do which will not help in developing great software. Creating a relationship with the customers will help in knowing their preferences, thoughts, and opinions. This might be a difficult task for you, but in the long run, doing so will help you achieve much better results.Remember,There is only one boss. The customer. And he can fire everybody in the company from the chairman on down, simply by spending his money somewhere else.- Sam Walton4. Respond to Change over Following a PlanChanges do happen in software development. Changes in technology, business trends and strategy, etc. Being flexible with the flow of change is what the fourth value of Agile all about.Following a project plan is fine. However, the same must be flexible and should have some room for changes or it will soon be forgotten as some misplaced faith of self-righteousness.This, on the other hand, makes the life of software testers difficult. Let me tell you why.The software testers analyse and test the functioning bits of the software after its development. However, due to sudden changes in the technical part, business plans or strategy, the testers are not aware of the sudden changes or updates that the developing team are made aware of and need to change their testing strategy accordingly.This results in communication gaps being formed between the testers and the developers thus putting the testers under tremendous pressure to deliver on time.In order to get this issue sorted out, you need to go back to the first value of Agile, which is communicating across teams to stay updated about the changes for a better and more effective workflow. It is more like an initiative to be taken by the testing team, that is, to communicate with the developers to stay in the loop of changes or a new course of action.Now that we have covered on the four values of Agile, let us move ahead to show you what the twelve principles of Agile have to offer and in what way they can help.Agile Manifesto PrinciplesThe twelve Agile principles form the ‘twelve commandments’ of the ‘Agile Movement’ methodology, ones which embrace change and consider the customer as the focal point. They also denote the movement’s intent, that is, to bring development into alignment with business needs, as described by one of the signatories of the manifesto, Alistair Cockburn.The twelve principles of Agile development include:1. Customer Satisfaction through Early and Continuous Software Delivery:The best way to make customers happy is by delivering the software early for testing and feedback, to let them know about the progress, the implementations, and acknowledge the delivery value by fulfilling their top priority requirements first. Each iteration has an outcome, a working code that can be applied to examine and respond to the ever-changing user requirements.2. Accommodate Changing Requirements Throughout the Development Process:This stresses on responding to change instead of staying strictly aligned to an approved plan. It involves a simplified version of handling change with the necessity of no formal documentation or approval. This is done to have control over change for the customer’s competitive advantage because it fastens the response to the latest changes in the business to bolster your advantage to emerging opportunities.3. Frequent Delivery of Working Software:This explains how to provide immediate value to the customers by delivering working features. Each iteration or Sprint must end up in yielding a product release. The teams ensure that each feature is fully developed, tested, customised, and styled according to the customer’s satisfaction before considering it as delivered. The structure of the project team can be bettered by focussing on the delivery of value with a fixed delivery timeframe.4. Collaboration between the Business Stakeholders and Developers throughout the Project:Agile development principles aim at keeping requirements and documentation light.The primary thought process is that it is fine and acceptable for changes to happen in software development. This results in close collaborations being given importance to clarify requirements on a timely basis to always keep all the team members notified during the development of the software.5. Support, Trust, and Motivate the people involved:Fruitful and competitive projects depend on focussed, trusted, and motivated individuals to get the job done. Team members are allowed to select the work they are most interested in by self-organisation with no interference of external management. Micromanagement and top-down approach is a strict no-no.6. Enable Face-to-Face InteractionsThis form of interaction is the best one of the lot. No other mode of communication could beat this one, especially when you need to get to the root of an issue. Feedback via face-to-face interaction or video conference (for the teams separated geographically) is always encouraged as it involves a smoother transfer of information amongst the members.7. Working Software is the Primary Measure of ProgressThis is done by collocating a number of teams in an open area and programmers are paired with each other at each workstation. So what that means is, each pair works in a symbiotic manner. The programmer at the keyboard, known as the ‘Driver’. The other one, known as the ‘Navigator’, actively works on the programming, thinking more about the overall direction. Normally, the job roles are to be switched to have a better understanding between each other.This results in better coding, as these symbiotic interactions help in clarifying the complexities and hidden details in the coding task in a better way. This also leads to a smoother exchange of information and knowledge amongst the team, hence reducing coordination efforts greatly, and improving the flexibility of the pair to interruptions.8. Agile Processes to Support a Consistent Development PaceThe Agile methodology aims at keeping the perfect work-life balance and never over exhaust the employees, thus keeping them happy. By maintaining close collaboration and being alert and creative, extended work after normal working hours is avoided, especially at the weekends, the time when people try to recover from their hectic lifestyle.9. Attention to Technical Detail and Design Enhances AgilitySelf-organising teams are the key to yield the best architectures, designs, and requirements. The team engages in retrospective meetings that hold discussions on the things needed in order to be more effective, after which a decision is made on the next course of action depending on the situation. This ensures that whatever is learnt during the project can be reapplied in the next iteration.10. SimplicityThis principle hints at the application of the Pareto principle or the 80/20 rule. It means that as a matter of fact, 80% of the results may be achieved from just 20% of your efforts. What actually needs to be done is to focus on the ‘20%’ that will yield the majority of the results. You need to focus on the things that are important to add value to the project and customers. Ignore the things that do not add value, such as components, process, etc.11. Self-organizing teams encourage great architectures, requirements, and designsIn Scrum methodology, the team has complete control and is responsible to meet the target of each sprint, and on deciding how to achieve the same. Cutting long story short, the team knows the best way to carry out the task, the interference of the project manager or even the human resources department is not welcome.12. Regular reflections on how to become more effectiveTo get the right results, it is imperative for teams to work as a cognitive unit by focussing on working out new plans to be more effective, checking the requirements, tuning in to the change, and adapting accordingly. Changes do happen most of the time, so you will never come to know what changes in the requirements might emerge until the software is looked at and tested. And the external conditions might have changed while you spent lots of time analysing and reviewing the requirements and designing a solution.Purpose of Agile ManifestoThe basic ambition of Agile is to deliver better software, and that is achieved by presenting a structure which is transparent and direct by emphasising on iterative development, team collaboration and embracing change.Really, it is difficult to imagine how Agile Manifesto has given rise to numerous software and activity. Before the emergence of the same, developing software was not as quick as it is nowadays. This led to the cancellation of many projects because of the continual changes in business needs and was quite unsettling for the software developing industry.The Agile Manifesto is the heart of the Agile movement. Its twelve core principles and four values aimed at changing the process, speeding up productivity with quality and development time. It was noticed that Agile has been implemented even on fields outside software development. Agile stressed on lean manufacturing, collaboration, communication and quick development of smaller sets of features under the guidance of an all-inclusive plan whilst always adapting to changes.Agile Vs Scrum and other methodologiesEven though Agile and Scrum go along with the same system, they do differ in some aspects when compared with each other.While Agile explains a set of principles in the Agile Manifesto employing interactive development to build software, Scrum follows a specific set of rules when practising Agile software development. Agile forms the philosophy whereas Scrum is the methodology to implement the Agile philosophy.Scrum is one of the ways to implement Agile, so there is no surprise when both are similar in many aspects. Both base on delivering software sooner and at regular intervals. Both are iterative processes and have scope for changes too, not to forget their transparency and constant improvement.Here are the notable differences and similarities between Agile and Scrum:AspectsAgileScrumPhilosophyYesNoAdds processNoYesMethodologyNoYesAccommodates changeYesYesConstant improvementYesYesDeliver software early and oftenYesYesIterativeYesYesTransparencyYesYesWhen it comes to Agile and Waterfall, it can be said that Agile is much more flexible and ever-evolving while Waterfall is a rigid and inflexible process.The chances of finding similarities between these two are remote. As a matter of fact, Agile was brought into existence because of the shortfalls of Waterfall and is its polar opposite although they both strive at delivering quality products efficiently.Here are the notable differences and similarities between Agile and Scrum:AspectsAgileWaterfallSequentialNoYesRigid processNoYesFlexibleYesNoAccommodates changeYesNoContinually evolvingYesNoDeliver quality productsYesYesDefined requirementsNoYesOn comparing Agile with Kanban, although the latter implements the former in a visual manner, there are numerous differences and notable similarities, which are:AspectsAgileKanbanIterationsYesNoContinuous flowNoYesPhilosophyYesNoVisualisationNoYesContinually improvingYesYesCross-functional teamsYesNoTransparencyYesYesFaster deliveryYesYesSplitting projects into smaller segmentsYesYesUpfront planning is not necessaryYesYesEqually beneficial to all industriesNoYesNo project management methodology is 100% foolproof all the time. Different methodologies are introduced in different situations and prove useful too. It depends on the type of change you want to bring in your team. For example, Kanban is a better option if you want to introduce something on the top of existing infrastructure with small but incremental changes. However, Agile would be a better choice if your goal is to go for a bigger change.ConclusionSo, here we are, at the end of the line of this topic. We have discussed a lot about Agile Manifesto, its values and principles, and focussed on the benefits of its applications, not to forget about how different Agile is from the various methodologies.You can freely implement the magnificent set of values and principles of Agile to your own business or organisation. It will work wonders if followed religiously.All the best for your future!

The Ultimate Guide to the Agile Manifesto

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The Ultimate Guide to the Agile Manifesto

Are you interested in learning about what Agile Manifesto, what Agile’s core principles and values are and what they have to offer to help you benefit from the same in your organisation?

Well, if you are, then you have come to the right place, because after reading this article, you will come to know about:

  • What Agile Manifesto is
  • The purpose that Agile Manifesto serves
  • The history of Agile Manifesto
  • What Agile Manifesto values are
  • The values of  Agile Manifesto principles.

By the end of this article, you will have comprehensive knowledge about Agile Manifesto, its values and principles. Expansive as it may be, but it will feature core elements that define Agile in itself and how it can sort things out in any type of organisation.

Firstly, Agile software development, also known as Agile, is an outlook to software development, one that unfolds requirements and solutions through the collaborated effort of self-organising, cross-functional teams and their clients or end users.

It recommends planning using adaptive methods along with evolutionary development, empirical knowledge, and continual progress.

This is a very short description out of the ocean of information about what Agile actually is. However, let’s stress on what Agile Manifesto is.

What is Agile Manifesto?

The Manifesto for Agile Software Development, commonly referred to as Agile Manifesto, Is a legal official order that includes twelve principles and four values to show the way for an iterative and people-centric approach to software development. It focuses primarily on testing while keeping the code simple, delivering the functioning bits of the application as soon as they are ready. It promotes an easy, clear and simple approach to developing software in short sprints so that each functioning bit of the software could be analysed and tested based on the client’s or the end user’s requirements, and may be changed if required to meet their needs.

Although this set of values and principles were formed primarily for software development, the same can be applied to different forms of business.

This makes Agile a very effective and flexible method for all forms of business.

The history of Agile Manifesto and its development

It all began in Snowbird, Utah from February 11 to 13, 2001, where the ‘Manifesto for Agile software’ was formed. In the meet, seventeen developers formed this manifesto, ones such as Kent Beck, Ward Cunningham, Dave Thomas, Jeff Sutherland, Ken Schwaber, Jim Highsmith, Alistair Cockburn, and Bob Martin. They already had established themselves as leaders in the software industry and abandoned the ‘Waterfall’ approach.

They realised the difficulty in creating good software and wanted to introduce new values to software development teams. This led to the desire of having a process etched on stone, a process that they were already practising on to bring a change in software development. 

Together, they published the ‘Manifesto to Agile Software Development’, that marked the beginning of the Agile movement.

Agile Manifesto comprises of four fundamental values and twelve supporting principles, ones that head the Agile approach to software development. This manifesto defines the values and principles that software teams should embrace to achieve the landmark of creating good software.

Agile Manifesto ValuesAgile Manifesto Values

We will discuss the four values of Agile, each value having two aspects, the ones at the left emphasise over the ones at the right. What is great about this manifesto is that it does not propose alternatives, but defining values, thus encouraging developers to pay attention to certain areas whilst not bypassing others.

According to the Agile Manifesto, the four values are as follows:

  • Individuals and interactions over processes and tools
  • Working software over comprehensive documentation
  • Customer collaboration over contract negotiation
  • Respond to change over following a plan

Let us see what these values individually have to offer and what we learn from them.

1. Individuals and Interactions over processes and tools

Individuals and Interactions over Processes and Tools

This stresses on the fact that although the right tools are vital to developing good software, it is very essential to have a cognitive unit to perform the task in the first place. A team of developers working together on a project with separate but unique tools in a single room will perform efficiently and quickly to deliver before or on the deadline day than isolated developers working with a well-defined process and a common set of state of the art and sophisticated tools in a huge office.

We are not denying the fact that tools do not play an important part in creating good software. Of course, they do but we should bear in mind that tools do not work on their own and need people to make them work.

And what are human beings in general?

We are social beings and deliver quicker and with more efficiency when working together in a group. A cognitive unit of hard working and smart employees will work in tandem without any communication gap and make the flow of work smoother

2. Working software over comprehensive documentation

Working software over comprehensive documentation

In the past, there were records of lots of time being spent on documenting the product for development and delivery under tight deadlines. Test plans, technical requirements, documentation plans, interface design documents, technical specifications, technical prospectus, and approval required; the list was endless and this caused long delays in development. Documentation is important and serves the purpose of making the end users or co-workers understand how the software works. But there are times when the developers of a company are left with an uphill task of doing the documentation even before the commencement of developing the software, and if the company follows Agile methodology, then they should remember that the primary aim of a software developing company is to develop software, not to engage in the documentation for the majority of their time.

Here, Agile comes into play and makes things easier for the developers. It breaks down the requirements of the client in the form of documents as user stories and that is exactly what each developer would need to begin working on developing the software.

3. Customer Collaboration Over Contract Negotiation

Customer Collaboration Over Contract Negotiation

Your customer is the key to your success. Logically speaking, customers are the ones who help you in making better software. And How? Well, that is easy to explain. Customers are the users who will end up using a particular software. Developing the same while taking feedback and inputs from them will help you focus on the prime objective of giving the customers what they really want. They might not help in providing you with the next breakthrough idea, one which you have to come up with, but working closely with them and listening to their input will help you create what your customers desire for and as a result, develop flexible and successfully developed software.

Sometimes, legal contracts with customers act as a barrier for you in communicating with your customers. You will need to devise a plan to separate the legal bounding that you have with your customers from the product relationship.Contract negotiations will be there as a part of the deal, but forming a relationship with the customer to facilitate communication will help you interact with the customers with a human touch, failing to do which will not help in developing great software. Creating a relationship with the customers will help in knowing their preferences, thoughts, and opinions. This might be a difficult task for you, but in the long run, doing so will help you achieve much better results.

Remember,

There is only one boss. The customer. And he can fire everybody in the company from the chairman on down, simply by spending his money somewhere else.

- Sam Walton

4. Respond to Change over Following a Plan

Respond to Change over Following a Plan

Changes do happen in software developmentChanges in technology, business trends and strategy, etc. Being flexible with the flow of change is what the fourth value of Agile all about.

Following a project plan is fine. However, the same must be flexible and should have some room for changes or it will soon be forgotten as some misplaced faith of self-righteousness.This, on the other hand, makes the life of software testers difficult. Let me tell you why.

The software testers analyse and test the functioning bits of the software after its development. However, due to sudden changes in the technical part, business plans or strategy, the testers are not aware of the sudden changes or updates that the developing team are made aware of and need to change their testing strategy accordingly.

This results in communication gaps being formed between the testers and the developers thus putting the testers under tremendous pressure to deliver on time.

In order to get this issue sorted out, you need to go back to the first value of Agile, which is communicating across teams to stay updated about the changes for a better and more effective workflow. It is more like an initiative to be taken by the testing team, that is, to communicate with the developers to stay in the loop of changes or a new course of action.

Now that we have covered on the four values of Agile, let us move ahead to show you what the twelve principles of Agile have to offer and in what way they can help.

Agile Manifesto Principles

Agile Manifesto Principles

The twelve Agile principles form the ‘twelve commandments’ of the ‘Agile Movement’ methodology, ones which embrace change and consider the customer as the focal point. They also denote the movement’s intent, that is, to bring development into alignment with business needs, as described by one of the signatories of the manifesto, Alistair Cockburn.

The twelve principles of Agile development include:

1. Customer Satisfaction through Early and Continuous Software Delivery:

Agile Manifesto Principles

The best way to make customers happy is by delivering the software early for testing and feedback, to let them know about the progress, the implementations, and acknowledge the delivery value by fulfilling their top priority requirements first. Each iteration has an outcome, a working code that can be applied to examine and respond to the ever-changing user requirements.

2. Accommodate Changing Requirements Throughout the Development Process:

Agile Manifesto Principles

This stresses on responding to change instead of staying strictly aligned to an approved plan. It involves a simplified version of handling change with the necessity of no formal documentation or approval. This is done to have control over change for the customer’s competitive advantage because it fastens the response to the latest changes in the business to bolster your advantage to emerging opportunities.

3. Frequent Delivery of Working Software:

Agile Manifesto Principles

This explains how to provide immediate value to the customers by delivering working features. Each iteration or Sprint must end up in yielding a product release. The teams ensure that each feature is fully developed, tested, customised, and styled according to the customer’s satisfaction before considering it as delivered. The structure of the project team can be bettered by focussing on the delivery of value with a fixed delivery timeframe.

4. Collaboration between the Business Stakeholders and Developers throughout the Project:

Agile Manifesto Principles

Agile development principles aim at keeping requirements and documentation light.The primary thought process is that it is fine and acceptable for changes to happen in software development. This results in close collaborations being given importance to clarify requirements on a timely basis to always keep all the team members notified during the development of the software.

5. Support, Trust, and Motivate the people involved:

Agile Manifesto Principles

Fruitful and competitive projects depend on focussed, trusted, and motivated individuals to get the job done. Team members are allowed to select the work they are most interested in by self-organisation with no interference of external management. Micromanagement and top-down approach is a strict no-no.

6. Enable Face-to-Face Interactions

Agile Manifesto Principles

This form of interaction is the best one of the lot. No other mode of communication could beat this one, especially when you need to get to the root of an issue. Feedback via face-to-face interaction or video conference (for the teams separated geographically) is always encouraged as it involves a smoother transfer of information amongst the members.

7. Working Software is the Primary Measure of Progress

Agile Manifesto Principles

This is done by collocating a number of teams in an open area and programmers are paired with each other at each workstation. So what that means is, each pair works in a symbiotic manner. The programmer at the keyboard, known as the ‘Driver’. The other one, known as the ‘Navigator’, actively works on the programming, thinking more about the overall direction. Normally, the job roles are to be switched to have a better understanding between each other.

This results in better coding, as these symbiotic interactions help in clarifying the complexities and hidden details in the coding task in a better way. This also leads to a smoother exchange of information and knowledge amongst the team, hence reducing coordination efforts greatly, and improving the flexibility of the pair to interruptions.

8. Agile Processes to Support a Consistent Development Pace

Agile Manifesto Principles

The Agile methodology aims at keeping the perfect work-life balance and never over exhaust the employees, thus keeping them happy. By maintaining close collaboration and being alert and creative, extended work after normal working hours is avoided, especially at the weekends, the time when people try to recover from their hectic lifestyle.

9. Attention to Technical Detail and Design Enhances Agility

Agile Manifesto Principles

Self-organising teams are the key to yield the best architectures, designs, and requirements. The team engages in retrospective meetings that hold discussions on the things needed in order to be more effective, after which a decision is made on the next course of action depending on the situation. This ensures that whatever is learnt during the project can be reapplied in the next iteration.

10. Simplicity

Agile Manifesto Principles

This principle hints at the application of the Pareto principle or the 80/20 rule. It means that as a matter of fact, 80% of the results may be achieved from just 20% of your efforts. What actually needs to be done is to focus on the ‘20%’ that will yield the majority of the results. You need to focus on the things that are important to add value to the project and customers. Ignore the things that do not add value, such as components, process, etc.

11. Self-organizing teams encourage great architectures, requirements, and designs

Agile Manifesto Principles

In Scrum methodology, the team has complete control and is responsible to meet the target of each sprint, and on deciding how to achieve the same. Cutting long story short, the team knows the best way to carry out the task, the interference of the project manager or even the human resources department is not welcome.

12. Regular reflections on how to become more effective

To get the right results, it is imperative for teams to work as a cognitive unit by focussing on working out new plans to be more effective, checking the requirements, tuning in to the change, and adapting accordingly. Changes do happen most of the time, so you will never come to know what changes in the requirements might emerge until the software is looked at and tested. And the external conditions might have changed while you spent lots of time analysing and reviewing the requirements and designing a solution.

Purpose of Agile ManifestoPurpose of Agile Manifesto

The basic ambition of Agile is to deliver better software, and that is achieved by presenting a structure which is transparent and direct by emphasising on iterative development, team collaboration and embracing change.

Really, it is difficult to imagine how Agile Manifesto has given rise to numerous software and activity. Before the emergence of the same, developing software was not as quick as it is nowadays. This led to the cancellation of many projects because of the continual changes in business needs and was quite unsettling for the software developing industry.

The Agile Manifesto is the heart of the Agile movement. Its twelve core principles and four values aimed at changing the process, speeding up productivity with quality and development time. It was noticed that Agile has been implemented even on fields outside software development. Agile stressed on lean manufacturing, collaboration, communication and quick development of smaller sets of features under the guidance of an all-inclusive plan whilst always adapting to changes.

Agile Vs Scrum and other methodologies
Agile Vs Scrum and other methodologies

Even though Agile and Scrum go along with the same system, they do differ in some aspects when compared with each other.

While Agile explains a set of principles in the Agile Manifesto employing interactive development to build software, Scrum follows a specific set of rules when practising Agile software development. Agile forms the philosophy whereas Scrum is the methodology to implement the Agile philosophy.

Scrum is one of the ways to implement Agile, so there is no surprise when both are similar in many aspects. Both base on delivering software sooner and at regular intervals. Both are iterative processes and have scope for changes too, not to forget their transparency and constant improvement.

Here are the notable differences and similarities between Agile and Scrum:

AspectsAgileScrum
PhilosophyYesNo
Adds processNoYes
MethodologyNoYes
Accommodates changeYesYes
Constant improvementYesYes
Deliver software early and oftenYesYes
IterativeYesYes
TransparencyYesYes

When it comes to Agile and Waterfall, it can be said that Agile is much more flexible and ever-evolving while Waterfall is a rigid and inflexible process.

The chances of finding similarities between these two are remote. As a matter of fact, Agile was brought into existence because of the shortfalls of Waterfall and is its polar opposite although they both strive at delivering quality products efficiently.

Here are the notable differences and similarities between Agile and Scrum:

AspectsAgileWaterfall
SequentialNoYes
Rigid processNoYes
FlexibleYesNo
Accommodates changeYesNo
Continually evolvingYesNo
Deliver quality productsYesYes
Defined requirementsNoYes

On comparing Agile with Kanban, although the latter implements the former in a visual manner, there are numerous differences and notable similarities, which are:

AspectsAgileKanban
IterationsYesNo
Continuous flowNoYes
PhilosophyYesNo
VisualisationNoYes
Continually improvingYesYes
Cross-functional teamsYesNo
TransparencyYesYes
Faster deliveryYesYes
Splitting projects into smaller segmentsYesYes
Upfront planning is not necessaryYesYes
Equally beneficial to all industriesNoYes

No project management methodology is 100% foolproof all the time. Different methodologies are introduced in different situations and prove useful too. It depends on the type of change you want to bring in your team. For example, Kanban is a better option if you want to introduce something on the top of existing infrastructure with small but incremental changes. However, Agile would be a better choice if your goal is to go for a bigger change.

Conclusion

So, here we are, at the end of the line of this topic. We have discussed a lot about Agile Manifesto, its values and principles, and focussed on the benefits of its applications, not to forget about how different Agile is from the various methodologies.

You can freely implement the magnificent set of values and principles of Agile to your own business or organisation. It will work wonders if followed religiously.

All the best for your future!

KnowledgeHut

KnowledgeHut

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KnowledgeHut is an outcome-focused global ed-tech company. We help organizations and professionals unlock excellence through skills development. We offer training solutions under the people and process, data science, full-stack development, cybersecurity, future technologies and digital transformation verticals.
Website : https://www.knowledgehut.com

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Manova Matthew 18 Jun 2019 1 likes

The perfect guide about the agile manifesto loved it. Thanks

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How To Define Features in Agile Methodology?

Agile projects are known for their simple, iterative approach to cutting through the complexity. Even the most ambitious of Agile projects is taken one step at a time and breaks down complex work packages and tasks into low-level subtasks. Features and capabilities that are needed in the finished product are listed out, and then broken down to manageable chunks which are taken up and completed, one at a time.In this article, we will talk about Features in an Agile project. What are the characteristics of features and how are they applied? How do you build a feature list, and what are the advantages of breaking down features into user stories? Read on to find out!Agile projects are known for their simple, iterative approach to cutting through the complexity. Even the most ambitious of Agile projects is taken one step at a time and breaks down complex work packages and tasks into low-level subtasks. Features and capabilities that are needed in the finished product are listed out, and then broken down to manageable chunks which are taken up and completed, one at a time.In this article, we will talk about Features in an Agile project. What are the characteristics of features and how are they applied? How do you build a feature list, and what are the advantages of breaking down features into user stories? Read on to find out!What is a feature in Agile methodology?A feature is a service or function of the product that delivers business value and fulfils the customer’s need. Each feature is broken down into several user stories, as it is usually too big to be worked on directly. A user story is an informal, short description of a part of a software feature that is written from the user’s perspective and talks about how this particular bit of the feature will offer something of value.Why use features in Scrum and not only user stories?A feature is something that is sizeable enough to deliver measurable value to customers and creates a large chunk of functionality. Features are used to describe the functionality at a macro level, and they are required to create schedules and plan the high-level release of the product.Scrum works on the premise of short development cycles called Sprints, which usually last between 2 weeks and a month but not longer. One feature is typically completed over several sprints. In one sprint, only several user stories can be completed and not, perhaps, an entire feature.What’s the difference between features and epics in Agile?The product backlog is usually detailed into three levels of complexity with respect to tasks. Epics are large quantities of related work that can be broken down into features. A feature, as we have seen, is a service or function that delivers value to the end user. Each feature is broken down into a number of smaller and simpler tasks known as user stories. Do note that for a smaller project, with only around 8 to 10 people on the team, the product backlog may be divided into just features and user stories. Epics come into the picture for large projects with multiple teams who are working over a duration of several years.Who writes the features in Scrum, and what are the steps involved?The Scrum Guide, considered to be the Bible for all things Scrum, does not lay out any guidelines for the use of features.However, Scaled Agile, Inc. indicates that the Product Manager is the owner of the Features, which is to say, he or she finally decides what goes into the feature and what is its priority on the Backlog. The features are not necessarily written by the Product Manager, however, and this could be done by others on the team.On many teams, the Product Manager and the Product Owner are one and the same.There are several steps in the definition and writing of features. Define the WHY, or the benefit hypothesis: What is the functionality that the users gain from the feature? What are the benefits to be gained from implementing this feature? Calculate the business value: Keep in mind the number of users, how often each of them uses the feature, what is the timeframe within which the feature must be released for it to be useful, and how much effort goes into developing this feature. All these together will help to determine the ROI of the feature and ultimately whether it is worth the effort and cost. Features that bring in the most benefit at least cost will be prioritised. Describe the feature: What is the context and how will it be used? What is the need for the feature? Try to include technical details and any information that is important from the Product Manager’s point of view. Write down the acceptance criteria: What are the conditions under which the feature can be deemed to be done? This will help to reduce any ambiguity and mark work progress. How big should the product features be?While there is no hard and fast rule on this, and it is left largely to the convenience of project teams, it is generally agreed that it should be possible to complete a feature within a maximum of three months. When using SAFe, a feature is released in one single program increment. Teams that are working with investor funding and are getting the funds at regular cycles should be able to showcase a completed feature during each investment cycle, in order to demonstrate that they are progressing on track. What are feature points?Feature points represent the amount of the work complexity, effort taken, and knowledge required to complete one feature. They are the same as story points, but in the context of a feature rather than a user story.What are features called in different Agile Methodologies?A feature, while essentially having the same definition, could be called by different terms in different Agile methodologies. In Scrum, a feature is often referred to as a Backlog Item.   In XP, features are called Stories. DSDM terms a feature as a requirement. This could club together several system features. Agile UP defines features in the form of requirements and use cases.What are the characteristics of features?To be effective, a feature should always Offer measurable business value,   Contain enough information to allow for estimation of the work involved, Be small enough to be completed within a program increment or maximum of three months,   Be testable by the scrum team and the product management team.Feature breakdown structure (FBS)When getting into the nitty gritty of detailed planning, agile development uses a feature breakdown structure (FBS) approach that breaks down each feature into smaller, more manageable units of work. This allows easier communication between the customer and the development team, where both can understand each other well in a way that leaves no room for ambiguity. It also helps to track the progress of work against the value that is created. Over time and as the work progresses, the larger features can be broken into smaller features, instead of doing this breakdown all together in the beginning. This way, details are not fleshed out until the time when they are actually needed for design and delivery. Building an initial feature listAt the very start, before the release planning and iteration planning can happen, the team must sit together and list out as many potential features for the system as possible at this stage. Feature requests can come from many sources, and one person should be allocated to collate all these requests. While this could be the product manager, it could also be a customer proxy, a business analyst or someone who is responsible and accountable to the team. The team should refine these requirements, weeding out duplicate items, features that are not possible to implement, and requests that are very vague. As the features are identified, they are added to the list so that they can become a part of the planning processes. This initial feature list can be considered to be a preliminary outline that can be used as input to chart out the release and first iteration. It is not required to wait until all features are defined before getting started on the actual work, and it is also understood that the original list, descriptions, and priorities will evolve over time. Instead of waiting for everything to get detailed out at the outset, the team can get to work with the initial list without wasting any valuable time. As new features which could be critical get identified, they are simply added into the evolving release plan and will get delivered during a subsequent iteration. As the project progresses, the work adapts itself to accommodate new priorities, additional information from stakeholders, and the changing industry dynamics.Advantages of breaking down features into smaller user storiesUser stories, as we have learnt, represent smaller chunks of work while features represent fully formed functionalities of the product. There are many advantages to breaking down the features into functionalities, and the main ones are these: Stories narrow down the focus: Stories are small, doable portions of the work that do not overwhelm the developer. They represent an entire piece of functionality, however small it is, and so can measure incremental progress. Stories fit into a sprint: Features are too large to be completed within a sprint, but stories can be finished within this duration. This allows more efficient scheduling and planning of sprint tasks. Stories capture both intent and outcome: A product manager (who is not required to be technically fluent) can easily describe the outcome of a story to the developer, so that he or she can understand the intent. Stories mitigate the risk: As big stories come with a lot more complexity, they also involve more risk. When features are broken down into smaller stories, this risk is mitigated. Anny erroneous assumptions can be curtailed within a few days rather than several weeks into development. Feature vs. task planningFeatures come into play at a macro level of planning, and it is essential that at a later point they will need to be broken down into tasks and estimated. This is done during sprint planning and release planning.Feature planning and estimates help to schedule releases and iterations. Task planning and estimates help to allocate resources and plan the tasks within an iteration.Since the nature of agile project plans is always fluid and not very precise, feature estimates need not exactly map to a number of task estimates, but there should be a rough approximation between the two.
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What Is a Safe Product Owner?

The Scaled Agile Framework® (SAFe®) is, in the words of Dean Leffingwell, Creator of SAFe: “a knowledge base of proven, integrated principles, practices, and competencies for achieving business agility using Lean, Agile, and DevOps.”  © Scaled Agile, Inc. Using SAFe, the process of scaling Agile across a large-scale enterprise can be streamlined. SAFe details out organizational workflows that enhance productivity and employee engagement and ensure customer delight through quick deliveries of quality products.  A key role on a SAFe team is played by the Product Owner. In this blog, you will understand the role of a SAFe Product Owner, and how it relates to that of a Scrum Product Owner. You will also understand the SAFe Product Owner’s role with respect to that of a SAFe Product Manager.What is a SAFe Product Owner?The SAFe Product Owner is the member of the team who works as the voice of the customer. He or she liaises with Product Management and other POs, besides other stakeholders, to define and list out stories in the Team Backlog and order them as per priority.  In an ideal situation, the SAFe PO is in the same office as the rest of the team. However, with today’s distributed teams, this does not always happen. One PO can support up to two Agile teams, at the most. The SAFe PO works with the SAFe Product Manager, who maintains the overall product vision. Key Role & Responsibilities of a SAFe Product OwnerThe main responsibilities of the SAFe PO extend across the team, and even beyond that to participate in Product Management events, where he or she will help to plan and create the Program vision and refine the Program Backlog. The following are the main responsibilities of the SAFe PO: 1. PI PlanningThe PO plays a significant role as a member of the larger Product Management team and has to participate in the events during Program Increment (PI) planning. The activity of program backlog refinement also requires every PO’s participation and close involvement. Before the event, the PO will keep the team backlog updated and will contribute to creating the vision and charting out the roadmap.When the planning event is in progress, the PO should be at hand to give clarity wherever needed. The entire SAFe team will work to map out the team’s PI objectives for the upcoming PI.2. During the IterationDuring the iteration execution, the PO holds extremely critical responsibilities:The PO builds, updates and maintains the team backlog, with updates from all stakeholders and the team. Reviewing and ordering the team backlog as a precursor to the Iteration Planning event is the responsibility of the PO. For this, they may need to coordinate dependencies with other POs.During the Iteration Planning event, the PO gives clarity of user story details, and is around to ensure alignment and concurrence on a final iteration plan. While the team elaborates on the backlog items and creates stories, the PO keeps track of the flow and maintains priorities. POs work with the team to flesh out each story, adding acceptance criteria and acceptance tests, applying Behaviour-Driven Development (BDD) practices. As the work progresses, the PO will work closely with the team to agree on the completion of accepted stories. and see whether they meet the Definition of Done and quality standards that have been laid down. The PO does not need to be a technical expert but should be able to understand the scope of the work that is coming up. He or she should collaborate with the engineers to assist in making decisions and sequencing the technological infrastructures that will enable the business functionality. During team demos, the PO coordinates between the team and stakeholders who are present.   They also participate in events such as the Iteration Retrospective and the Agile Release Train’s Inspect & Adapt workshop, providing the customer’s perspective on the work progress.3. During the Program ExecutionDuring each PI, the PO will connect with other POs to check and coordinate other dependencies, ensuring smooth work progress without any hiccups. They will sync up typically during weekly events. Additionally, POs play a valuable role in creating the System Demo for all the stakeholders involved in the program value stream. 4. Inspection and AdaptationThe Inspect and Adapt (I&A) workshop is held to address any large impediments to smooth progress. During this event, the PO works across teams to see how best to improve processes and increase team velocity and quality. During the I&A workshop, the PO participates in and holds the PI system demo for program stakeholders.SAFe Product Owner vs Scrum Product OwnerBefore we get into the differences in the roles and responsibilities of a SAFe Product Owner and a Scrum Product Owner, we need to also understand a third and more prominent role on a SAFe team: that of the SAFe Product Manager. The SAFe Product Manager is someone who works with several SAFe teams, typically two to four, and owns the Program Backlog—which gives him or her an overall view of the entire project (or the big picture).  The table below talks about the differences in the roles played by a SAFe Product Owner and a Scrum Product Owner.SAFe Product OwnerScrum Product OwnerBacklog ItemsA SAFe Product Owner undertakes the responsibility for the Team Backlog. This lists all the requirements (Backlog items) for the team.A Scrum Product Owner undertakes the responsibility for the Product Backlog. This is a prioritised list of all the requirements for the product.Number of teams they supportA SAFe Product Owner can serve, at most, two teams.A Scrum Product Owner can work with two or more teams.Vision and roadmapA SAFe Product Manager, not the SAFe Product Owner, defines the features and owns the vision and roadmap. A SAFe Product Manager is someone who works with two to four SAFe Product Owners. He or she will have an overall view of the entire program. As such, the SAFe Product Owner exerts less authority than the Scrum Product Owner.Scrum Product Owner defines the features and owns the vision and roadmap. So, as we can see, the Scrum Product Owner undertakes responsibilities that combine those of the SAFe Product Owner and the SAFe Product Manager (but to a smaller scale as the project is typically smaller).Who has the final say on the product?A SAFe Product Owner does not have a final say on what must be done for a certain Product. This is done by the SAFe Product Manager, who is the final authority and owns the vision and roadmap on a SAFe project.It is the Scrum Product Manager who has the final say on what needs to be done for the product.SimilaritiesJust like the Scrum PO, the SAFe Product Owner is also a core member of the team.  He or she is the customer proxy on the team, ensuring that the vision is always kept in focus.They have the responsibility of the Backlog- the Team Backlog in the case of the SAFe PO, and the Product Backlog in the case of the Scrum PO.Both POs work on prioritising the tasks that the team will take up next, guiding them on the relative importance of the stories.Again, both the SAFe PO and the Scrum PO work toward maximizing the product value.They keep an eye on the goal for the next iteration.They participate in reflections and inspect and adapt during and after each iteration.The two roles take part in the Planning, Retrospective and Review of an Iteration in SAFe/ Sprint in Scrum in a similar way.Can one person do both roles in SAFe; that of the Product Owner and Product Manager?The PO and the PM roles are completely distinct in SAFe, and each comes with its own set of responsibilities.There is a different focus for each role: The PM’s role is cantered on the benefits to the customer and the organisation. He or she is also the person with whom the business owners and members of the ART (Agile Release Train) connect. POs always have the needs of their own Agile team in focus.  Product Owners and Product Managers work together collaboratively to understand the customer’s needs and work toward fulfilling them. The flow of information is from the customer to the PM, and then down to the POs and their team members. The POs and PMs meet up at all ART or PO planning and sync up events and stay aligned with the same set of overarching goals. As we have seen, one person cannot undertake the roles of the SAFe Product Owner and the SAFe Product Manager at the same time. POs and PMs must at all times be connected, and work in tandem to deliver a successful product; however, having one person playing both roles is a sure route to disaster!  The last word… The SAFe Product Owner plays a role that is at the core of SAFe, setting up the product strategy, getting deep into customer requirements, and prioritizing the features as per their importance. They hold the responsibility of ensuring customer delight, even as they keep a pulse on the economic value that is to be derived from the product.  In the end, SAFe is all about giving the larger enterprise a framework for scaling Agile — to build better products, respond to volatile markets, and keep in step with emerging technologies — and without the Product Owner’s expertise, all this will fall short. 
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What Is a Safe Product Owner?

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Scrum Software for the Ultimate Project Management

Technology has made our lives easier. The number of tools and devices we have at our disposal has made our lives more productive and our work more efficient. The Agile software development methodology has been adopted by several organizations to improve their adaptability, responsiveness, and productivity.  How can we improve the way we incorporate Agile Scrum into our projects? Scrum tools can be the answer. Just like the other gadgets in our lives, Scrum software and tools help improve the productivity of our teams, keep stakeholders happy and help us deliver better products. Before we jump into the use and needs of Scrum software and tools let us understand more about Scrum roles and how they work.Three essential roles for Scrum successThe Scrum Guide defines three pillars of a Scrum team, which include:The Scrum MasterThe Product OwnerThe Development TeamThe Scrum team is a small unit which is self-organised and works towards achieving the same goal; that is, the development and deployment of the product and customer satisfaction.The Scrum Product OwnerThe Scrum Product Owner is among the most essential roles in the Scrum team and acts as a bridge between the stakeholders and the development team. More involved with the business side of the software development process, the PO represents the customer and can be considered as their proxy.  The Product Owner defines the product vision, and, along with the Scrum Master and the development team works towards delivering a product that matches stakeholder needs.The Scrum MasterThe Scrum Master is the servant leader whose main responsibility is to ensure that the Scrum team can perform to the best of its abilities. They do this by overseeing the day-to-day activities of the Scrum team and removing any impediments that may hinder the productivity of the development team. The Scrum Master facilitates stakeholder collaboration along with the product owner and ensures that teams can handle complex environments and deliver projects successfully.The Scrum development teamThe development team generally consists of three to nine people, according to the Scrum Guide. These would include developers, testers, designers and more. The team is allowed to take decisions and decide the length of the sprint and how they will go about it. The development team collaborates to create a high-quality product increment at the end of each sprint that is as per the expectations of the stakeholders.Scrum ceremonies or eventsScrum has five formal events as defined by the Scrum Guide. These events help to validate the Scrum artifacts and implementing them helps enhance transparency. The events are also called ceremonies and are:Sprint PlanningDaily ScrumSprint ReviewSprint RetrospectiveThe SprintWhat Does A Scrum Tool Do?What would you need a good Scrum tool to do? Make your life easier by making processes more efficient and less cumbersome, help you deliver quality products without making a huge dent on your budget, right?  With Scrum topping the popularity charts for Agile project management methodologies, the need for efficient Scrum tools has risen. There are plenty of Scrum tools available that fit the bill and provide interfaces that help teams seamlessly follow Scrum processes and reap its benefits. These tools help:Increase productivityIn task management, daily scrum management  Increase team collaborationIn progress tracking and risk managementScrum Software for the Ultimate ProjectThere are several Scrum software tools that aid in project development using Scrum; not just in technical environments, but in non-technical sectors as well. Software like JIRA, Infinity, TargetProcess, QuickScrum, Wrike etc provide:User friendly GUICompetitive pricingProduct backlog managementTime tracking and calendar tools for schedulingScrum metrics and chartsSprint planning toolsThird party tools for integrationUser story mappingBurnup and Burndown chartsand many more features that will help Agile teams serve their customers better, improve return on investment, reduce costs, enhance collaboration and ensure stakeholder satisfaction. These tools help team uphold the values of Agile and make implementing the Scrum framework easier.Best Scrum ToolsHere are some of the best Scrum tools available in the market:1. JIRAJira is a popular tool used by large organizations to manage their Scrum projects. It has numerous features including customizable scrum boards, reporting features and more. Here’s how teams benefit from this toolCustomizable Scrum and Kanban boardsRoadmaps to communicate with team and with stakeholdersAccess to tools for Agile reportingView of code and deployment statusEnd to end DevOps visibilityEasy scalabilitySecure deploymentDeveloper tool integrationRich APIs to automate processes2. TargetProcessThis tool has been especially designed for teams that want to scale agile. It offers a number of customizable features that make it easy to work with scrum and agile.  Here’s how teams benefit from this tool(Source: Targetprocess Agile Portfolio and Work Management Tool)IdeationBuilt in reports to analyse data and uncover trendsGather ideas across sourcesCloud hosting and on-premise hostingEnterprise grade securityCollaborate across the enterprise  Collaborate with DevOps tools including GitLab, Azure DevOps, GitHub etc3. VivifyScrumThis tool is marketed as an all-in-one solution to manage projects, collaborate and track. Here’s how teams benefit from this tool (Source: Agile Project Management Software - VivifyScrum)Tools to manage agile projects—organize, manage, track and deliverCollaboration boards to effectively collaborate with team and stakeholdersCreate invoices to track and manage business and clientsManage teams and track tasks4. InfinityThis tool is among the most popular in Agile and Scrum organizations due to the many customizations and features it provides. Its various tools help reduce time to market, ensure better quality, improve collaboration and enable customer satisfaction.Here’s how teams benefit from this tool Source: Infinity | Customizable Work Management Platform (startinfinity.com)How Can Scrum Apps Benefit Your Team?The number of Scrum apps and software available in the market for Scrum projects is mind boggling. Which one you choose depends on the requirements of your team and project, and each comes with its own benefits. Some of these benefits include:They help teams, organizations and the product being createdThey ensure better quality by providing the right framework, support mechanism and the right processesAllow for continual improvement by putting in place a feedback loop and sprint reviews by stakeholdersHelp solve impediments and daily issues by incorporating daily testing and product owner feedback into the development processEnsure upfront documentation and help prioritise high value items in the product backlog, thus decreasing time to market.  Quick feedback also helps improve the product and thus helps in continuous improvement.The faster marketing of products increases return on investment, helps tap the market demand and ensures long term benefits for the customer and thus earns their trust for the organizationThe primary tenet of Agile is team collaboration. Scrum software tools help in high level collaboration between the Scrum Master, Product Owner and the development team. Teams can organise, review, plan and discuss everyday tasks, meetings, impediments and more.How to Pick the Best Tool for Your Team?With so many options available, choosing the right Scrum tool for your team can be a tricky task. What you need to do is go through the features of the best tools and see which one best fits your requirements. While the number of features you get will be directly proportional to the money you are ready to pay for the tool, there are some basic requirements your tool must satisfy.Backlog creation:  The very basic format of a Scrum project lies in the creation of a product backlog which sets the pace for the entire project. The backlog is primarily created by the Product Owner with assistance from the Scrum Master and the development team. The tool you choose should help you create the product backlog so that you can prioritise items, define the sprints and identify sprint goals.Implement feedback:  Scrum projects are based on the Agile values of continuous feedback. Your scrum tool should have features which will make your customer’s feedback and requirements easily accessible to you. This will help you implement these changes at the earliest. This continuous feedback loop will help keep customers happy.Sprint creation:  Scrum is iterative and adaptive and works by breaking down projects into small sized sprints. Your tool must aid you in the creation of sprints and burndown charts. These help you keep track of your progress on the project and are essential components of a Scrum project.The other things your tool should be able to do include:Plan and trackCustomise process templatesCustomise dashboards and reportsHelp in time managementHelp create epics and storiesProvide collab and reporting toolsProvide review toolsAnd just like you will create a product that is user friendly, the tool you use also needs to be user friendly for the team. If your team is happy using it, and it makes your life easier and your projects better, then you have the right tool!
Scrum Software for the Ultimate Project Management

Technology has made our lives easier. The number o... Read More

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