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12 Principles Behind the Agile Manifesto

Long before Agile came into existence, almost everything was done by the waterfall method. Its rigidity ensured that projects were easy to manage, but that also translated to more time to actually get a product deployed. So, it often happened that by the time the end product was ready to be deployed, the business requirements would have changed, thus making the product redundant. By the start of the millennium, markets had become more volatile, requirements were changing rapidly, and customers wanted quick fixes and accommodation of their changing needs.  That’s when 17 engineers got together and decided to come up with a new approach to software development that would address these problems. They came up with principles and values that would guide iterative software development. This document came to be known as the Agile Manifesto.  The authors of the Agile Manifesto came out with 4 values and 12 principles in order to help the professionals understand it easily and put it into practice. The manifesto created an impact and changed the future of project management. AGILE ESSENTIALS ESSENTIALS INTRODUCTION Agile Essentials is a set of resources intended to bring you up to speed on the concepts and principles of Agile. The Agile Essentials provide an overview of Agile values, principles, concepts, vocabulary, terms and roles to provide an understanding of the breadth of Agile and how it differs from traditional project management practices. AGILE 101:  Agile Development is a set of methods, principles and practices where solutions are integrated through the collaboration of self-organizing, cross-functional Development teams.  Agile methods, values and principles provide guidance on how to create and respond to change, deal with uncertainty and ultimately succeed in an uncertain and tumultuous environment. AGILE MANIFESTO The Agile Manifesto is a brief document built on 4 values and 12 principles for agile software development.  It was the work of 17 software development practitioners and was published in February 2001 to address the increasing need for an alternative to heavyweight software development processes. AGILE GLOSSARY Agile teams have created their own agile terminology to manage all these principles and practices. The glossary consists of 50 Agile Terms. Reference: Check URL for the list of agile terminologies. THE 12 PRINCIPLES The Agile Manifesto drafts out 12 principles for agile development practices. These 12 principles highlight on continuous delivery of valuable software in sprints and attention to technical excellence. The continuous delivery will involve quick feedback from the customer which will help reduce changes at the last minute. THE SUBWAY MAP The Agile subway map is a list of Agile practices grouped under different categories.  It helps to map out a specific practice that could help a team solve its problems.  The below picture depicts practices that are interconnected, while the colors at the bottom indicate each category. HISTORY OF THE AGILE MANIFESTO The vital value of agile development is that it should deliver value faster, ensure quality and certainty, and offer greater aptitude to respond to changes that correspond to market expectations. At a time when industries were growing rapidly and market expectations were changing, software needs and expectations were also changing and becoming more demanding. Agile software development history dates back to when the Agile Manifesto was created and Agile came into existence. In early 2001, a group of 17 developers held the (now famous) two meetings -- the first in Oregon and the second in Snowbird, Utah -- to discuss issues and solutions to overcome existing software development methodologies that were making it difficult to respond quickly to change.  The group comprised of 17 individuals, including Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern, Brian Marick, Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland, and Dave Thomas. All scenarios led to propose a working session. The working session organized by Dave, Robert and Jim had two objectives. Each person in the meeting will present to the group his lightweight method approach to build any complex software. Discuss the flow of heavyweight methods and how to address the complexities arising in the project development life cycle.THE FOUR VALUES OF THE AGILE MANIFESTO The Agile Manifesto thus tabled has 4 foundational values and 12 supporting principles. These values and principles lead to the agile approach to software development.  Agile methodology applies 4 values in different ways and these values guide the development and delivery of high-quality, working software. The four Agile Manifesto 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 INDIVIDUALS AND INTERACTIONS OVER PROCESSES AND TOOLS The Agile Manifesto values people higher than processes or tools because it is the people who respond to business needs and drive the development process. If the process or the tools drive development, the team is less responsive to change and less likely to meet customer needs. In case of individuals, communication flows and happens when a need arises. In the case of process, communication is designed and requires specific content. WORKING SOFTWARE OVER COMPREHENSIVE DOCUMENTATION Historically, a mammoth amount of time was spent on documenting the product for development and delivery. Technical specifications, requirements, prospectus, test plans, documentation plans, and interface design were the documents that were created which required lots of time. This mammoth list caused long delays in development. Agile does not eliminate documentation, but provides all the information that is required for the developer to complete the work without getting bogged down in finer points. CUSTOMER COLLABORATION OVER CONTRACT NEGOTIATION  Customers are involved in all the agile phases of the project. There is total transparency. The Traditional methodologies have customers negotiate before the project starts and the project ends. This results in wastage of both time and resources. In the agile development process customers are kept in the loop and information is provided to all stakeholders by the product owner; this ensures that the final product meets all the requirements as per the expectations of the client. RESPOND TO CHANGE OVER FOLLOWING A PLAN Changes should be avoided in Traditional software development as they are considered to be expensive. The intention was to develop elaborate plans, with a well-defined set of features. Higher priority features are developed first and the rest follow. Delivering in the order as prioritized by the product owner will help the team work on itemized sprints. With Agile, the iteration means priorities can be shifted from iteration to iteration and new features can be added into the next iteration as required. Agile accepts changes as they are ways to improve a project/product. THE TWELVE AGILE MANIFESTO PRINCIPLES The Twelve Agile Manifesto Principles are the guiding principles that are included under the title “The Agile Movement”. Agile Manifesto architecture demonstrates the movement’s intent as described by Alistair Cockburn, one of the signatories to the Agile Manifesto, which is to bring development into alignment with business needs. The twelve principles of agile development include: CUSTOMER SATISFACTION THROUGH EARLY AND CONTINUOUS SOFTWARE DELIVERY: Customers will be happy when the software is delivered early for testing and feedback and when they are kept in the loop about the progress, the implementations, and product developers acknowledge the delivery value by fulfilling their top priority requirements first. A completed Iteration has an outcome, a working code to respond to the ever-changing user requirements. ACCOMMODATE CHANGES EVEN LATE IN DEVELOPMENT: Agile methodology stresses on responding to change instead of staying strictly aligned to an approved plan as was the case in the traditional methodology. It is a simplified version of handling changes with no formal documentation or approval. The changes are integrated for the customer’s competitive advantage because it takes care of the market changes in the business to bolster your advantage to emerging opportunities. DELIVERING WORKING SOFTWARE FREQUENTLY: Provide immediate value to the customers by delivering features that are done. The development teams are wholly responsible for completion of sprints. They ensure that each feature developed is tested, and matches the customer’s requirements before it is delivered. The project team needs to focus on the delivery of value to the customer within a fixed delivery timeframe. BUSINESS PEOPLE AND DEVELOPERS WORK TOGETHER DAILY : Agile accepts changes in software development. It is hence important to clarify requirements on a timely basis to always keep all the team members notified and up-to-date during the development of the software. SUPPORT, TRUST AND MOTIVATE TEAM: Agile depends on focused, trusted, and motivated individuals to complete projects as per requirements of the client. Development teams have all the power to select the work they are most interested in by self-organization with no interference from the external management. FACE-TO-FACE CONVERSATION WITH DEVELOPMENT TEAM: Feedback via face-to-face interaction or video conference with development teams in different geographical locations is always encouraged as it assists in easy and smooth transfer of information amongst the members. WORKING SOFTWARE IS THE PRIMARY MEASURE OF PROGRESS: The only way to measure success factors is by delivering a working product that satisfies the customer’s needs. Delivering functional software to the customer is the ultimate way by which progress can be measured. AGILE PROCESSES TO SUPPORT A CONSISTENT DEVELOPMENT PACE: Teams establish the velocity rate at which they can deliver working software, and they follow the same process with each release. Agile methodology aims to keep the work-life balance of development teams and never burden them with huge amount of work, thus keeping them happy and motivated.  ATTENTION TO TECHNICAL EXCELLENCE AND DESIGN: The right technical skills and good design ensures the team can maintain the pace, constantly improve the product, and sustain market changes. SIMPLICITY: Focus on things that are important to add value to the project and customers. Develop the product as required and get the job done correctly. SELF-ORGANIZING TEAM ENCOURAGES GOOD ARCHITECTURE, REQUIREMENTS AND DESIGNS: In Scrum methodology, the team has overall control and is responsible for completing each sprint. The team performs in the best possible way needed to carry out the task. There is no interference of the project manager or from the human resources department. REGULAR REFLECTIONS ON HOW TO BECOME MORE EFFECTIVE: Self-improvement, process improvement, enhancing skills, and techniques help team members work more efficiently. It is imperative for Scrum teams to work and focus as a cognitive unit.  Working out new plans, checking requirements and adapting to changes will help the Scrum team to work more efficiently. THE GREAT AGILE DEBATE Agile development is a method based on iterative and incremental development. The requirements and solutions evolve in short sprint iterations through collaboration within self-organizing, cross-functional teams. The idea of the Agile method is to create a working software, compliant to change, and incorporate Face to Face interactions and collaboration over processes, tools or plans. It’s based on the principle of incremental delivery of the business value as quickly as possible through iterative development of software. The Agile Manifesto is the basis of the Agile practices, processes and principles etc used today. AGILE STRENGTHS:  It breaks tasks into small increments to allow the project to adapt and change quickly with the markets or client’s needs A project is developed in short iterations, or short time frames lasting from one to four weeks.  At the end of each iteration the agile approach allows teams to demonstrate the progress of the project to stakeholders; this ends the risk of bugs. Moreover, changes and additions can easily be adapted in each increment; this closely meets the client’s expectations. THE AGILE INDUSTRIAL COMPLEX The Agile community is now the Agile Industrial Complex. It is that web of agile institutions, Agile thought leaders and Agile consulting firms that implicitly collude to make normal the very harmful and disrespectful imposition of Agile practices on teams without consent.  According to Martin Fowler agile had become mainstream in 2016. It is no longer exotic or frowned upon on, as in the early days. Growing agile industrial complex scenario: Organizations have spun the simple agile methodologies into complex industrial processes. This complex agile industrial has ballooned up and further used only for commercialization purposes. The agile-industrial complex trains people provide shiny certificates and pushes those people into consulting or managing positions. Focus on methodology: Every organization today focuses on agile methodologies for creating different products. This has resulted in the implementation of agile methodologies in organizations without any technical excellence of able and experienced engineers.  Focus on projects instead of products: Instead of connecting development team with clients and focusing on quality, the deadline and finishing of the project is prized or is given more importance. IS THE MANIFESTO STILL RELEVANT? The Agile Manifesto has made a profound effect on software development, even reaching beyond into the wider world of business. There’s ample evidence that the Agile Manifesto remains relevant in software development even today. The Agile Manifesto established some core elements of the best modern software development practices, which are still industry standard.  Examples of its influence include: Scrum:  A framework for small teams based on Agile Unified Process: A simplified version of The Unified Process (UP), or Unified Software Development Process Dynamic Systems Development:  An approach to project management and solution delivery Agile Alliance - Guide to Agile Practices: A collaboration between the Agile Alliance and PMI The emphasis on fast shipping had a major influence on changing the way physical goods are delivered around the globe.  WHAT DOES IT ALL MEAN? Agility means development with incremental approach, making small changes quickly, and learning from it through stakeholder feedback, making adjustments to our understanding of problems and repeating this many times. What to do: Find out and Plan the development incrementally within sprints. Initiate small steps towards your goal with quick deliveries. Adjust the understanding based on the feedback received. Lessons learnt should be implemented efficiently. Repeat all the steps. Below are a few simple steps that really describe what agile is all about.  Decide the goal to achieve. Perform small changes, test it, learn from it, adjust and repeat. Try to write code in agile way which is easy to change later. Implement small changes, get immediate feedback, initiate small iterations and make decisions that remove impediments for future changes as much as possible. Resolving problems using these basic agile principles, step by step at a time will ensure smooth transitions. The tools and methodologies will help to achieve agility. Avoid adding more processes.  Agile is a simple and fast way of learning and improving by taking small steps, one after the other. CONCLUSIONImplementation of agile values to the project development process promotes communication both horizontally and vertically throughout the organization. It enhances innovation through high-performance multidisciplinary development teams and enhances business value by involving the client throughout the incremental delivery process. Improved communication, teamwork, collaboration, and organizational change improve the business value of products during the preliminary stages and throughout the project development lifecycle stages. Below are the concluding thoughts about Agile implementation Agile was born to simplify the lives of software developers, testers, and organizations. Transition from plan-based approach to Agile should result in the reduction of management overhead and lessen the burden of formalities from the creative development team. Be mindful of eliminating the right column of Agile Manifesto i.e., processes, tools, documentation, contract negotiation and the plan.  Agile methodology leads to avoiding misconceptions and helps in creating complex products. 

12 Principles Behind the Agile Manifesto

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12 Principles Behind the Agile Manifesto

Long before Agile came into existence, almost everything was done by the waterfall method. Its rigidity ensured that projects were easy to manage, but that also translated to more time tactually get a product deployed. So, it often happened that by the time the end product was ready to be deployed, the business requirements would have changed, thus making the product redundant. 

By the start of the millenniummarkets had become more volatile, requirements were changing rapidly, and customers wanted quick fixes and accommodation of their changing needs.  That’s when 17 engineers got together and decided to come up with a new approach to software development that would address these problems. They came up with principles and values that would guide iterative software development. This document came to be known as the Agile Manifesto.  

The authors of the Agile Manifesto came out with 4 values and 12 principles in order to help the professionals understand it easily and put it into practice. The manifesto created an impact and changed the future of project management. 

AGILE ESSENTIALS 

ESSENTIALS INTRODUCTION 

Agile Essentials is a set of resources intended to bring you up to speed on the concepts and principles of Agile. The Agile Essentials provide an overview of Agile values, principles, concepts, vocabulary, terms and roles to provide an understanding of the breadth of Agile and how it differs from traditional project management practices. Agile Essentials

AGILE 101:  

  1. Agile Development is a set of methods, principles and practices where solutions are integrated through the collaboration of self-organizing, cross-functional Development teams.  
  2. Agile methods, values and principles provide guidance on how to create and respond to change, deal with uncertainty and ultimately succeed in an uncertain and tumultuous environment. 

AGILE MANIFESTO 

  1. The Agile Manifesto is a brief document built on 4 values and 12 principles for agile software development.  
  2. It was the work of 17 software development practitioners and was published in February 2001 to address the increasing need for an alternative to heavyweight software development processes. 

AGILE GLOSSARY 

Agile teams have created their own agile terminology to manage all these principles and practices. The glossary consists of 50 Agile Terms. 

Reference: Check URL for the list of agile terminologies. 

THE 12 PRINCIPLES 

The Agile Manifesto drafts out 12 principles for agile development practices. These 12 principles highlight on continuous delivery of valuable software in sprints and attention to technical excellence. The continuous delivery will involve quick feedback from the customer which will help reduce changes at the last minute. 

THE SUBWAY MAP 

  1. The Agile subway map is a list of Agile practices grouped under different categories.  
  2. It helps to map out a specific practice that could help a team solve its problems 

The below picture depicts practices that are interconnected, while the colors at the bottom indicate each category. 

SUBWAY MAP

HISTORY OF THE AGILE MANIFESTO 

The vital value of agile development is that it should deliver value faster, ensure quality and certainty, and offer greater aptitude to respond to changes that correspond to market expectations. At a time when industries were growing rapidly and market expectations were changingsoftware needs and expectations were also changing and becoming more demanding. Agile software development history dates back to when the Agile Manifesto was created and Agile came into existence. 

In early 2001, a group of 17 developers held the (now famous) two meetings -- the first in Oregon and the second in Snowbird, Utah -- to discuss issues and solutions to overcome existing software development methodologies that were making it difficult to respond quickly to change The group comprised of 17 individuals, including Kent Beck, Mike BeedleArie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern, Brian Marick, Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland, and Dave Thomas. 

All scenarios led to propose a working session. The working session organized by Dave, Robert and Jim had two objectives. 

  1. Each person in the meeting will present to the group his lightweight method approach to build any complex software. 
  2. Discuss the flow of heavyweight methods and how to address the complexities arising in the project development life cycle.

THE FOUR VALUES OF THE AGILE MANIFESTO 

The Agile Manifesto thus tabled has 4 foundational values and 12 supporting principles. These values and principles lead to the agile approach to software development.  Agile methodology applies 4 values in different ways and these values guide the development and delivery of high-quality, working software. 

The four Agile Manifesto values are as follows: 

  1. Individuals and interactions over processes and tools 
  2. Working software over comprehensive documentation 
  3. Customer collaboration over contract negotiation 
  4. Respond to change over following a plan 

Agile Values

INDIVIDUALS AND INTERACTIONS OVER PROCESSES AND TOOLS 

The Agile Manifesto values people higher than processes or tools because it is the people who respond to business needs and drive the development process. If the process or the tools drive development, the team is less responsive to change and less likely to meet customer needs. In case of individuals, communication flows and happens when a need arises. In the case of process, communication is designed and requires specific content. Agile Values

WORKING SOFTWARE OVER COMPREHENSIVE DOCUMENTATION 

Historically, mammoth amount of time was spent on documenting the product for development and delivery. Technical specifications, requirements, prospectus, test plans, documentation plans, and interface design were the documents that were created which required lots of time. This mammoth list caused long delays in development. Agile does not eliminate documentation, but provides all the information that is required for the developer to complete the work without getting bogged down in finer points. 

Agile Values

CUSTOMER COLLABORATION OVER CONTRACT NEGOTIATION  

Customers are involved in all the agile phases of the project. There is total transparency. The Traditional methodologies have customers negotiate before the project starts and the project ends. This results in wastage of both time and resources. In the agile development process customers are kept in the loop and information is provided to all stakeholders by the product ownerthis ensures that the final product meets all the requirements as per the expectations of the client. Agile Values

RESPOND TO CHANGE OVER FOLLOWING A PLAN 

Changes should be avoided in Traditional software development as they are considered to be expensive. The intention was to develop elaborate plans, with a well-defined set of features. Higher priority features are developed first and the rest follow. Delivering in the order as prioritized by the product owner will help the team work on itemized sprints. 

With Agile, the iteration means priorities can be shifted from iteration to iteration and new features can be added into the next iteration as required. Agile accepts changes as they are ways to improve a project/product. agile Values

THE TWELVE AGILE MANIFESTO PRINCIPLES 

The Twelve Agile Manifesto Principles are the guiding principles that are included under the title The Agile MovementAgile Manifesto architecture demonstrates the movement’s intent as described by Alistair Cockburn, one of the signatories to the Agile Manifesto, which is to bring development into alignment with business needs. 

The twelve principles of agile development include: 

Agile 12 principles

  • CUSTOMER SATISFACTION THROUGH EARLY AND CONTINUOUS SOFTWARE DELIVERY: 

Customers will be happy when the software is delivered early for testing and feedback and when they are kept in the loop about the progress, the implementations, and product developers acknowledge the delivery value by fulfilling their top priority requirements first. A completed Iteration has an outcome, a working code to respond to the ever-changing user requirements. 

  • ACCOMMODATE CHANGES EVEN LATE IN DEVELOPMENT: 

Agile methodology stresses on responding to change instead of staying strictly aligned to an approved plan as was the case in the traditional methodology. It is a simplified version of handling changes with no formal documentation or approval. The changes are integrated for the customer’s competitive advantage because it takes care of the market changes in the business to bolster your advantage to emerging opportunities. 

  • DELIVERING WORKING SOFTWARE FREQUENTLY: 

Provide immediate value to the customers by delivering features that are done. The development teams are wholly responsible for completion of sprints. They ensure that each feature developed is tested, and matches the customer’s requirements before it is delivered. The project team needs to focus on the delivery of value to the customer within a fixed delivery timeframe. 

  • BUSINESS PEOPLE AND DEVELOPERS WORK TOGETHER DAILY : 

Agile accepts changes in software development. It is hence important to clarify requirements on a timely basis to always keep all the team members notified and up-to-date during the development of the software. 

  • SUPPORT, TRUST AND MOTIVATE TEAM: 

Agile depends on focused, trusted, and motivated individuals to complete projects as per requirements of the client. Development teams have all the power to select the work they are most interested in by self-organization with no interference from the external management. 

  • FACE-TO-FACE CONVERSATION WITH DEVELOPMENT TEAM: 

Feedback via face-to-face interaction or video conference with development teams in different geographical locations is always encouraged as it assists in easy and smooth transfer of information amongst the members. 

  • WORKING SOFTWARE IS THE PRIMARY MEASURE OF PROGRESS: 

The only way to measure success factors is by delivering a working product that satisfies the customer’s needsDelivering functional software to the customer is the ultimate way by which progress can be measured. 

  • AGILE PROCESSES TO SUPPORT A CONSISTENT DEVELOPMENT PACE: 

Teams establish the velocity rate at which they can deliver working software, and they follow the same process with each release. Agile methodology aims to keep the work-life balance of development teams and never burden them with huge amount of work, thus keeping them happy and motivated.  

  • ATTENTION TO TECHNICAL EXCELLENCE AND DESIGN: 

The right technical skills and good design ensures the team can maintain the pace, constantly improve the product, and sustain market changes. 

  • SIMPLICITY: 

Focus on things that are important to add value to the project and customers. Develop the product as required and get the job done correctly. 

  • SELF-ORGANIZING TEAM ENCOURAGES GOOD ARCHITECTURE, REQUIREMENTS AND DESIGNS: 

In Scrum methodology, the team has overall control and is responsible for completing each sprint. The team performs in the best possible way needed to carry out the task. There is no interference of the project manager or from the human resources department. 

  • REGULAR REFLECTIONS ON HOW TO BECOME MORE EFFECTIVE: 

Self-improvement, process improvement, enhancing skills, and techniques help team members work more efficiently. It is imperative for Scrum teams to work and focus as a cognitive unit.  Working out new plans, checking requirements and adapting to changes will help the Scrum team to work more efficiently. 

THE GREAT AGILE DEBATE 

Agile development is a method based on iterative and incremental development. The requirements and solutions evolve in short sprint iterations through collaboration within self-organizing, cross-functional teams. The idea of the Agile method is to create a working software, compliant to change, and incorporate Face to Face interactions and collaboration over processes, tools or plans. It’s based on the principle of incremental delivery of the business value as quickly as possible through iterative development of software. The Agile Manifesto is the basis of the Agile practices, processes and principles etc used today. 

AGILE STRENGTHS:  

  1. It breaks tasks into small increments to allow the project to adapt and change quickly with the markets or client’s needs 
  2. A project is developed in short iterations, or short time frames lasting from one to four weeks.  
  3. At the end of each iteration the agile approach allows teams to demonstrate the progress of the project to stakeholders; this ends the risk of bugs. 
  4. Moreover, changes and additions can easily be adapted in each increment; this closely meets the client’s expectations. 

THE AGILE INDUSTRIAL COMPLEX 

The Agile community is now the Agile Industrial Complex.  It is that web of agile institutions, Agile thought leaders and Agile consulting firms that implicitly collude to make normal the very harmful and disrespectful imposition of Agile practices on teams without consent.  

According to Martin Fowler agile had become mainstream in 2016. It is no longer exotic or frowned upon on, as in the early days. 

  1. Growing agile industrial complex scenario: Organizations have spun the simple agile methodologies into complex industrial processes. This complex agile industrial has ballooned up and further used only for commercialization purposes. The agile-industrial complex trains people provide shiny certificates and pushes those people into consulting or managing positions. 
  2. Focus on methodology: Every organization today focuses on agile methodologies for creating different products. This has resulted in the implementation of agile methodologies in organizations without any technical excellence of able and experienced engineers.  
  3. Focus on projects instead of products: Instead of connecting development team with clients and focusing on quality, the deadline and finishing of the project is prized or is given more importance. 

IS THE MANIFESTO STILL RELEVANT? 

The Agile Manifesto has made a profound effect on software development, even reaching beyond into the wider world of business. 

There’s ample evidence that the Agile Manifesto remains relevant in software development even today. The Agile Manifesto established some core elements of the best modern software development practices, which are still industry standard.  

Examples of its influence include: 

  1. Scrum:  A framework for small teams based on Agile 
  2. Unified Process: A simplified version of The Unified Process (UP), or Unified Software Development Process 
  3. Dynamic Systems Development:  An approach to project management and solution delivery 
  4. Agile Alliance - Guide to Agile Practices: A collaboration between the Agile Alliance and PMI 
  5. The emphasis on fast shipping had a major influence on changing the way physical goods are delivered around the globe.  

WHAT DOES IT ALL MEAN? 

Agility means development with incremental approach, making small changes quickly, and learning from it through stakeholder feedback, making adjustments to our understanding of problems and repeating this many times. 

What to do: 

  1. Find out and Plan the development incrementally within sprints. 
  2. Initiate small steps towards your goal with quick deliveries. 
  3. Adjust the understanding based on the feedback received. Lessons learnt should be implemented efficiently. 
  4. Repeat all the steps. 

Below are a few simple steps that really describe what agile is all about.  

  1. Decide the goal to achieve. Perform small changes, test it, learn from it, adjust and repeat. Try to write code in agile way which is easy to change later. 
  2. Implement small changes, get immediate feedback, initiate small iterations and make decisions that remove impediments for future changes as much as possible. 
  3. Resolving problems using these basic agile principles, step by step at a time will ensure smooth transitions. 
  4. The tools and methodologies will help to achieve agility. Avoid adding more processes 

Agile is a simple and fast way of learning and improving by taking small steps, one after the other. 

CONCLUSION

Implementation of agile values to the project development process promotes communication both horizontally and vertically throughout the organization. It enhances innovation through high-performance multidisciplinary development teams and enhances business value by involving the client throughout the incremental delivery process. 

Improved communication, teamwork, collaboration, and organizational change improve the business value of products during the preliminary stages and throughout the project development lifecycle stages. 

Below are the concluding thoughts about Agile implementation 

  • Agile was born to simplify the lives of software developers, testers, and organizations. 
  • Transition from plan-based approach to Agile should result in the reduction of management overhead and lessen the burden of formalities from the creative development team. 
  • Be mindful of eliminating the right column of Agile Manifesto i.e., processes, tools, documentation, contract negotiation and the plan.  
  • Agile methodology leads to avoiding misconceptions and helps in creating complex products. 
Rajesh

Rajesh Bhagia

Blog Author

Rajesh Bhagia is experienced campaigner in Lamp technologies and has 10 years of experience in Project Management. He has worked in Multinational companies and has handled small to very complex projects single-handedly. He started his career as Junior Programmer and has evolved in different positions including Project Manager of Projects in E-commerce Portals. Currently, he is handling one of the largest project in E-commerce Domain in MNC company which deals in nearly 9.5 million SKU's.

In his role as Project Manager at MNC company, Rajesh fosters an environment of teamwork and ensures that strategy is clearly defined while overseeing performance and maintaining morale. His strong communication and client service skills enhance his process-driven management philosophy.

Rajesh is a certified Zend Professional and has developed a flair for implementing PMP Knowledge Areas in daily work schedules. He has well understood the importance of these process and considers that using the knowledge Areas efficiently and correctly can turn projects to success. He also writes articles/blogs on Technology and Management

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Why Scrum Is Lightweight; Simple To Understand; Difficult To Master?

85 percent of respondents say Scrum continues to improve quality of work life—State of Scrum 2017-2018 We have all heard companies who have adopted Scrum wax eloquent about its advantages and the benefits it brings in to business. Scrum has been adopted because it is supposed to be simple and promotes collaboration and communication. Yet, more organizations attempting the Agile/Scrum transformation often fail and end up abandoning their transformation or get stuck in a limbo. So, is the golden statement that ‘Scrum is lightweight, simple to understand, difficult to master’ true? In this blog we attempt to decipher this statement and understand how Scrum Masters can help make Scrum projects or implementations successful.Where to start?So, what makes Scrum so popular? That it is better suited to the changing market conditions of the present times is well known, but how is it able to do it?  Scrum is an adaptable, iterative framework that helps Scrum teams break down large projects into small chunks called epics and sprints. Goals are defined and timeboxed. Teams are small, self-organized and with a high degree of cross-function. A goal or functionality has to be delivered at the end of each sprint. This helps for quick feedback and gives teams the ability to adapt to changing requirements—a must in times when products have to adapt quickly to please changing user preferences.  The advantages of Scrum include:  More satisfied customers Better managed processes and happier teams Better visibility into projects Better quality products  Projects completed withing time and budget constraints Better adaptability  Motivated teams Lightweight Management ProcessScrum is a lightweight framework because it provides adaptable solutions to complex problems and helps teams and organizations generate value.Why Scrum is considered to be lightweight, easy to understand but difficult to master?Lightweight: Scrum, based on Agile values, has few elements and maximizes responsiveness to customer needs. This makes it lightweight and apt for software development in the modern world.  Easy to Understand: With just three roles, three artifacts, four ceremonies and 12 Agile values, Scrum is pretty easy to understand. Scrum is a collection of practices and concepts that teams use to build processes around. The Scrum Guide which is the Scrum bible is also easy to read and understand. The three scrum roles are: Team, Scrum Master, Product Owner The ceremonies are:  Sprint Planning, Daily Scrum, Retrospective and Sprint Review The three artifacts are: Product Backlog, Sprint Backlog, Burndown chart  Difficult to Master: So, if Scrum is so easy to learn about and understand then why is that it’s difficult to actually implement and master? Let us look at this from the perspective of a Scrum Master. A Scrum Master is a critical part of the Scrum team and is in effect a microcosm of Scrum upholding the Agile values and focusing on creating a self-organizing, highly motivated and collaborative team. Scrum is a not a one-size-fits- all framework. Perhaps that is what makes it difficult to master. It has to be tailored to suit the needs of each project, team and organization. There are several factors that need to be considered before adopting Scrum. The Scrum Master’s role, similarly, needs to be learnt and there are several skills a professional must have or needs to cultivate in order to be a successful Scrum Master. The Scrum Master’s Role in a Successful Scrum Adoption:There are many Scrum teams that have started out in the right way, but soon fall by the wayside as they do not follow Scrum in principle. This is where the Scrum Master plays a very critical role in the success of the team. Despite Scrum being ‘simple to understand and difficult to master’ the Scrum Master is considered to be the expert on all things Scrum.As a coach, guide and mentor, the Scrum Master should facilitate the successful adoption of Scrum, and help others to gain mastery over Scrum principles and values.A Scrum Master must mandatorily follow certain core values and inspire the team to follow them as well. These core values that include openness, commitment, focus, courage and respect bring the team together and promote better work ethics and practices.Besides inculcating Scrum principles and values and guiding a successful adoption, a Scrum Master should also have these attributes:  An Unbiased and Open Mind:  An unbiased and open mind is key to being a good Scrum Master. As part of their portfolio, Scrum Masters have to work with different teams and team members having different personalities. Having an open mind will help the Scrum Master to not look at every team with the same lens and treat each team differently. Solutions that work for one team may not work for other teams or situations. Having an open mind will help you realise this and tweak your decisions based on teams and situations.   Transparency:  Transparency and open communication are the pillars of Scrum. As a Scrum Master your intentions should be open and transparent to everyone including your team and the product owner. The team must at all times know your reasons for doing certain things or taking certain decisions. Being upfront with the team members will help in trust building and lead to better work ethics.   Metrics to Map Progress:There are several tools available to track a team’s progress and the Scrum Master must ensure that these metrics showing the team’s progress be made available to the entire team. This will help the team better plan sprints, work collaboratively and improve working practices in order to ensure better output and value.   Motivation for Team Members: Keeping your team members happy and motivated is a Scrum Master’s main job. This includes removing obstacles that may impede the team from performing and helping them work according to Scrum values and techniques. The development team develops the product, and a happy team means a well-built product and satisfied customers. Assistance to the Product Owner:  As a Scrum Master, aiding the Product Owner is a major part of your responsibility. The Product Owner is a major stakeholder in the Scrum team and the Scrum Master aids the product owner in backlog management and by facilitating Scrum events, product planning and by helping the team to identify backlog items. Aiding the Product Owner in issues that they may face with regards to the project, stakeholders or the team will create a positive environment and will make things between the team and the product owner smoother.   Focus on the Challenges: Every Scrum project comes with its set of issues. But an effective Scrum Master will be aware of every challenge or impediment that comes in the way of the development team and takes these problems head on. Focusing on these challenges early on and resolving them is paramount to the success and progress of the team and the project. Appreciation for Achievements:  The focus of daily sprints and retrospectives is often to celebrate achievements and give the development team proper appreciation. A Scrum Master encourages and motivates and this they also do by respective current achievements. While giving advise on how things should be done is necessary, appreciating the team on its achievements is equally important.   Respect for Others: Your team members all have different personalities and each brings their own uniqueness and expertise to the team. No one team member is less or more important than the other. An effective and efficient Scrum Master will recognise this early on and treat every team member with the same amount of respect.  Understanding of Situations in the Right Context:  Not all things are as what they appear. The sooner a scrum master understands this, the better. Situations in context to teams, individuals and even the organization are not always black and white and the Scrum Master must consider the baggage of organizational culture, current systems, internal politics, etc before coming to a conclusion about a team or a team members. Instead, one must attempt to form close relationships with the team and understand the workings of the team and the organizations before passing judgement. Ability to Have Tough Conversations :  You as a Scrum Master are often seen as a problem solver, friend and mentor. But don’t let this image of yours come in the way of making tough decisions or having tough conversations. As a Scrum Master you must have the courage to do the right thing and if this means having difficult but necessary conversations with either the team members, the product owner or the stakeholders, then you must do it.    Courage to Protect the Team:  More often than not, there are unreasonable demands made on the development team. The Scrum Master should have the courage to protect the team and say an emphatic ‘no’ to the Product Owner or the stakeholders.  Accountability: You are accountable for your team’s success as you are for its failures. If as a Scrum Master you want your team to be accountable then the best way to get them to do that is to be accountable yourself. You can do this by being more invested in the day-to-day activities of the team and considering yourself to be a part of the team as well.  Support for Team Members: As a Scrum Master you are not just invested in the project but also in the growth of individual team members. You should motivate, encourage and support your team members to grow and reach heights in their careers.   Deep Commitment: If the team feels that the Scrum Master is committed to the project, committed to the team and committed to the team members, then they are more likely to be open and transparent with the Scrum Master. This trust with the team has to be built so that team members can be open about the challenges they face. The Scrum Master is the voice of the team and must support them at all stages.   Focus on Improvement:  Scrum is all about continuous improvement and the success of the Scrum Master is also tied to the continuous improvement of the Scrum team. If your team is getting better with time then you are doing well as a Scrum Master. From daily sprints to retrospectives, the Scrum Master provides avenues for the team to improve itself, identify problems and suggest solutions to work better.  Conclusion Scrum is the most used Agile framework, yet there are several lessons that organizations need to learn about Scrum before they embark on a transformation journey. This lightweight and easy to use framework can turn around the fortunes of companies if implemented in the right way. It’s important for an organization’s culture to be ready to accept and implement Scrum for project and organizational success.  
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Why Scrum Is Lightweight; Simple To Understand; Di...

85 percent of respondents say Scrum continues to... Read More

Scrum Master – The Scrum Team’s Servant-Leader!

The term servant leader is synonymous with a Scrum Master. But what does it mean? The Scrum Master is a servant leader in Agile projects, but servant leadership goes far beyond Agile, and Scrum Masters serve more than just the team.In this blog we attempt to look at the Scrum Master’s role as a servant leader, what the role entails and the responsibilities of the Scrum Master beyond the team, in context to the organization. What is servant-leadership?The term servant leadership was first coined by Robert Greenleaf in his article “The Servant as Leader”, in which he defined a servant leader as: The Servant-Leader is servant first. It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That leader significantly differs from one who is leader first, may be due to the need to acquire power, material belonging, control and authority within the organization. Servant leadership is something very different from traditional leadership, which places the leader at the top of the hierarchy and the employees in the lower rung. Servant leadership, in a sense, is the opposite of traditional leadership, as it places the leader at the bottom of the hierarchy while employees are on the higher rungs. The leaders, in this case, are serving the people above them. Servant leadership refers to leaders who believe in serving people and the community that they are a part of, rather than accumulating power for themselves. This style of leadership emphasizes on helping subordinates better themselves, empowering employees and helping others perform to the best of their abilities.Servant leadership does not prescribe telling employees what to do, instead it helps the workforce find their sense of ownership and unlock their potential to reach their goals. Servant leadership is all about empowering others, which when consistently done can raise morale, enhance productivity and reduce employee attrition.Servant Leadership and ScrumScrum, in a way, is the very essence of servant leadership. Unlike traditional project management methodologies, it does not follow a top-down, hierarchical approach. Instead, decisions are lateral and happen with the involvement of the whole team. Scrum is the perfect approach in which to practice the concept of servant leadership. The 5 Scrum values of Openness, Respect, Commitment, Courage, and Focus, adhere to the philosophy of Servant Leadership. The Scrum Master plays a key role in the development of the product, the team and the organization. The Scrum Guide defines the servant leadership a Scrum Master’s role has to perform in context to the roles mentioned above. The Scrum Values that a Scrum Master practices have a ripple effect throughout the organization. The Scrum Master is seen as an evangelist for practicing and promoting Scrum in the enterprise.The Agile Manifesto and servant-leadershipThe Agile Manifesto states that one must value: Individuals and interactions over Process and tools Working software over Comprehensive documentation Customer collaboration over Contract negotiation Responding to change over Following a plan These again align with the values of servant leadership, which is all about putting people or employees first. The Agile Manifesto describes focusing on building projects around motivated individuals and giving them an environment of support, trust and collaboration—all characteristics of servant leadership.Who Are These Servant Leaders?The Scrum Guide defines the service provided by the Scrum Master as servant leadership. The Scrum Master selflessly provides servant leadership to the development team, product owner and the whole organization. By serving these entities, the Scrum Master can create a high performing team, a valuable product and an efficient organization that is able to meet business objectives and keep customers happy.  Though the term Scrum Master may be deceptive, the Scrum Master is not a master of the team but in fact serves the team in order to ensure smooth functioning and productivity.Servant Leadership and Scrum Master Roles of Servant LeadershipServant leadership:The day-to-day activity of a Scrum Master involves servant leadership. Servant leadership in a scrum team involves performance planning, coaching, helping the team self- organize, resolving conflicts through conflict management, removing obstacles that hinder progress and serving the team. The Scrum Master, while practicing servant leadership, helps the team grow and mature and become independent enough to make their own decisions. Servant leadership in Scrum is all about making the team self-reliant, so they can cope with the pressures of the role. As a servant leader the Scrum Master creates a high performing team, helps them become collaborative and high performing in order to achieve goals and meet the requirements of the customer.  Service to the Scrum Team: As a servant leader, the primary responsibility of the Scrum Master is to help the development team perform. They help the team perform to the best of their abilities by giving them an environment that is conducive to work in, encouraging them, guiding them and removing obstacles that may hinder progress. As a coach, the Scrum Master will guide the team on scrum processes and help them adhere to Agile values during the development of the product. The Scrum Master is responsible for the scrum team’s effectiveness, and they work tirelessly to ensure that the team is motivated, encouraged, creative and innovative. The Scrum Master through servant leadership helps the team improve Scrum practices which helps them become more productive and generate value. The Scrum Team’s role in motivating and helping the team comes through in the daily stand-up meetings that are arranged as part of the sprint. The Scrum Master encourages team members to share their grievances and progress made through the sprint. Team members can talk about obstacles that may be hindering their work and due cognizance will be taken up by the Scrum master to ensure that these obstacles are removed.  According to the Scrum Guide, the Scrum Master helps the Development Team by: Coaching the team in becoming self-organized and cross-functional Helping the Scrum Team focus on creating high-value increments by removing impediments Helping the team deliver within the timeframe of the sprint Service to the Product Owner: The Scrum Master is a servant leader not just for the development team but also the Product Owner. While the Product Owner is primarily responsible for the product backlog, they cannot do this alone. The Scrum Master aids the development team and the Product Owner with effective product backlog management.The Scrum Master is involved at every stage of the product backlog grooming, helping the product owner with Scrum events, product planning and to identify backlog items along with the development team. The Scrum Master helps the Product Owner define the product vision to the team.   According to the Scrum Guide, the Scrum Master helps the Product Owner by: Helping in Product Goal definition and Product Backlog management Helping the Scrum Team understand manage the Product Backlog items Setting up empirical product planning in complex environments and, Managing and facilitating stakeholder collaboration.Service to the Organization: The Scrum Master is a coach and motivator not just for the development team but goes beyond the team to spread the awareness of Scrum in the entire organization. Scrum Masters coach and help teams and departments understand Scrum and develop an Agile mind-set. Besides servant leadership to the team a Scrum Master is also involved in promoting the ideas and values of Scrum. An organization can get an agile mind-set only if the entire organization adopts Scrum and not just a few teams. This is where the Scrum Master comes in, helping other teams not involved with Scum to gain the Agile mind-set, through training and coaching. The Scrum Master is an Agile evangelist and promotes Scrum enterprise-wide.According to Scrum.org the Scrum Master serves the organization by: Leading, training, and coaching the organization in adopting Scrum Planning and advising Scrum implementations within the organization Coaching employees and stakeholders in the way Scrum works Helping stakeholders work with Scrum TeamsSome Servant-Leader Behaviours for every Scrum MasterBeing empathetic: This is the foremost personality trait required for anyone wanting to become a Scrum Master. Your empathy will shine through in your interactions with the team members and your dealings with the stakeholders. You should be able to see problems from the point of view of each party and work towards solving these problems. Caring: As a caring and empathetic Scrum Master, your team will feel free to approach you and share their concerns. Providing a listening ear will make you more approachable. You will be able to more clearly understand the impediments that are stopping project progress and work towards providing a solution.  Managing Conflicts: Not all team members will get along with each other and this can cause disruptions and problems within the team, lowering their productivity. As a Scrum Master you need to be great at conflict management, help others solve their problems, work with each other and create a high performing and harmonious team. Building relationships: You need to build a rapport with your team, the product owner and the stakeholders. This will help you communicate freely and help others approach you with their problems and issues. You need to build that relationship of trust and take everyone along on the journey of success.  Being ethical: Ethics play an important role in software development, especially since software now controls every aspect of our lives. The product created should be free of malice and fraud. The Scrum Master should guide the team in delivering the product at a value and standard that is expected and agreed upon with the stakeholder. There should not be any shortcuts or concessions made on the quality of the product delivered as this will affect not just the Scrum Master and the team’s reputation but will cause a dent in the reputation of the organization.   Conclusion  Servant leadership and the Scrum Master’s role is the backbone of Scrum. The Scrum Master as a servant leader re-emphasizes the values of Scrum and helps to enhance teamwork, collaboration, motivation and value. Under the able servant leadership of the Scrum Master, individual members and the team will grow, become more confident and help in delivering value.  
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Scrum Master – The Scrum Team’s Servan...

The term servant leader is synonymous with a Scrum... Read More

A Guide to Scaling Scrum

Scrum has been proven to work well for small teams. But the true benefits of Agile can only be reaped if Agile and Scrum are scaled at the enterprise level. However, this is easier said than done. According to statistics, 47% of Agile transformations are not successful. While this is a worrying trend, there are still hundreds of organizations who have got it right and are able to survive the competition by innovating faster, delivering value and adapting to changing markets. How are they doing it? By using scaled Scrum.There are several tools and frameworks available for scaling Scrum at the enterprise level. In this blog, we attempt to look at a few of these.  Scaling Scrum with NexusNexus is among the most popular frameworks for scaling Scrum. According to the Nexus Guide, “Nexus is a framework for developing and sustaining scaled product delivery initiatives. It builds upon Scrum, extending it only where absolutely necessary to minimize and manage dependencies between multiple Scrum Teams while promoting empiricism and the Scrum Values.” How is Nexus different from Scrum? Scrum defines three primary roles: The Product Owner, the Scrum Master and the development team. These three roles work together in one team.The Nexus framework consists of several Scrum teams that work together toward a common product goal and defines the Nexus Integration Team as an additional accountability.  Nexus helps to build on the values of Scrum and also solves the collaboration and dependency challenges that tend to occur between teams in Scrum.Benefits of using Nexus Nexus extends Scrum in the following ways:  Accountabilities: Nexus introduces the Nexus Integration Team, which consists of the Scrum Master, Product Owner, and members. This team is accountable for delivering a workable product at the end of each sprint.  Events: Nexus events aim to add to or supplement Scrum events and serve not just individual teams but also the Nexus Integration Team. The objective of a sprint is to achieve the Nexus sprint goal. Artifacts: Although the teams are different, within the Nexus framework they all work towards a single goal and follow a single product backlog. There’s a high amount of transparency and work is allocated to each team. The Nexus Integration TeamAccording to the Nexus Guide, “the Nexus Integration Team exists to coordinate, coach, and supervise the application of Nexus and the operation of Scrum so the best outcomes are derived.” The Nexus Integration Team or NIT comprises of the Scrum Master, the Product Owner and Nexus integration team members. There are generally three to nine Scrum teams working together in Nexus. All of them follow a single product backlog and work towards delivering a single product. The Nexus Integration Team forms an essential role within Nexus and is tasked with providing transparent accountability among the teams in Nexus.Product OwnerThe Product Owner is accountable for maximizing the product value and the work carried out in Nexus. Their primary task is to order and refine the product backlog. Being a member of the Nexus Integration Team, the product owner will work with all the Scrum teams in the Nexus Integration team. The product owner and the teams work towards better defining and refining the product backlog.Scrum MasterJust like in regular Scrum, the Scrum Master in the Nexus Integration Team is also responsible for ensuring that the Nexus framework is understood by everyone on the team as prescribed by the Nexus Guide.   MembersThe members of the Nexus Integration Team are the Scrum team members who aid the Scrum teams in adoption of tools and practices that will help the team and members deliver value at the end of each sprint that meets the definition of done. Nexus Integration Team membership should be considered more important than the individual Scrum Team membership and members should work towards first fulfilling their Nexus team responsibilities.What are the Events in Nexus?Nexus adds or augments the events as defined by Scrum. The Nexus event durations are like Scrum event durations and are guided by the Scrum Guide.  Nexus events consist of: Sprint- A Nexus sprint is the same as in Scrum, at the end of which a single increment is delivered.  Cross team refinement- The aim of Nexus is to enhance collaboration and reduce cross team dependencies. Cross team refinement helps to make dependencies and responsibilities more transparent. This makes it easier for Scrum teams within the Nexus to clearly identify and deliver their allocated tasks.  Nexus Sprint Planning- Nexus sprint planning will involve the participation of the Product Owner and concerned teams' members from each team. The purpose of the Nexus Sprint Planning is to assign and co-ordinate activities for a single sprint.  Nexus Daily Scrum- This is like the daily stand up in Scrum. Nexus daily scrum is used to identify any issues and track progress. Any issues are immediately prioritized and solved so that they do not hinder the work of the developers.  Nexus Sprint Review- This event is held at the end of sprints to provide feedback on the increment that has been built and on any future updates that have to be made. Nexus Sprint Retrospective- Like in Scrum, Nexus retrospectives are an important part of the project and are used to reflect on how quality and consistency can be improved.  Some Nexus ArtifactsNexus artifacts are the same as Scrum artifacts and when implemented correctly ensure transparency and value maximization. Every artifact is designed to give a commitment. For example, the product backlog is the artifact and its commitment is the product goal. Other artifacts and their commitments include: Nexus Sprint Backlog-Nexus Sprint Goal Integrated Increment-Definition of Done Along with Nexus, LeSS is another popular framework for scaling agile.  Scaling Scrum with LeSS The Large-Scale Scrum (LeSS) framework is an offering from Atlassian and is a framework for scaling Scrum to multiple teams that are working on the same product. The idea behind LeSS is to start with a single Scrum team as defined in the Scrum Guide and then replicate it to multiple teams who are working on a single product. LeSS has earned the label of being “barely sufficient” as it is a simple framework to apply and uses the basic concepts of Scrum to scale.  How do Sprint Planning meetings in LeSS work?  LeSS generally carries out sprint planning in two stages. Sprint Planning One focuses on selecting items that are of topmost priority, solving unanswered issues and defining the sprint goal. The Sprint Planning Two is like the sprint plan of regular Scrum and focuses on creating a plan of action for getting things done.  Daily meeting  The daily Scrum meeting in LeSS is similar to how it is done in normal single Scrum teams and involves team members discussing the work accomplished and the work to be done during the day. It is a time-boxed meeting and helps teams address any issues that may be hindering work.   Sprint Delivery Meeting (Review) The sprint review meeting is an essential part of LeSS and helps teams and stakeholders review the product built during the sprint and suggest changes and new ideas.   Retrospective The retrospective for LeSS is similar to one team Scrum. These retrospectives held at the end of the sprint will help teams to reflect on the progress of tasks, and identify the obstacles that may hinder or impede the overall project.  Let’s take a look at some of the other frameworks that are used for scaling agile. Scaling Scrum with SAFe®The Scaled Agile Framework, SAFe in short, follows the principles of lean and agile and helps in scaling Scrum to the enterprise. It helps to manage alignment, collaboration, and delivery from multiple agile teams to ensure enterprise success. It systematically focuses on applying Scrum at each level of the enterprise, to maximize value and ensure a successful agile transformation.A successful SAFe adoption ensures end-to-end business agility with significant improvements in strategy, delivery, execution and business competencies. It helps organizations overcome competition and ensure innovative business solutions to gain customer trust and partnership. The SAFe framework is continuously improvised in order to help organizations cope with the digital age and ensure that business outcomes are delivered.Scaling Scrum with the Scrum@Scale frameworkAnother framework that allows organizations to implement Scrum at scale is the Scrum@Scale framework. This framework expands on the core principles of Scrum and helps to scale Scrum over a wide range of industries and sectors, ensuring customer satisfaction and creation of successful products. It promotes communication across all teams and departments, and optimizes resources, removes roadblocks and ensures creation of innovative products.A Final Word By driving Agile at the organizational level, companies can gain all the benefits of team-level Scrum at scale. More often than not the principles of team level Scrum are not sustainable at the enterprise level and the transformation fails. Tested and proven Agile scaling frameworks are now able to turn this around, and help organizations scale up the principles and practices of Scrum to become more adaptable, flexible and responsive. Professionals can master these frameworks and help their organization adopt the culture, mind-set and principles of Scrum and agile.  
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A Guide to Scaling Scrum

Scrum has been proven to work well for small tea... Read More