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Embracing Lean & Agile Values in SAFe® 4.5

The basic premise to develop the Scaled agile framework is to enable organizations to scale up agile development practices to enterprise scale. One of the key constructs upon which SAFe® is built upon is the ‘Lean-Agile Mindset’. This is defined as ‘the combination of beliefs, assumptions and actions of SAFe® leaders and practitioners who embrace the concepts of the Agile Manifesto & Lean Thinking’. Agile provides the thinking and mindset related to achieving high levels of efficiency, productivity, collaboration, team motivation and quality. However, the agile principles work well in the delivery of smaller, less complex solutions rather than applying it to enterprise wide solution implementations. Scaled agile framework requires a wider array of knowledge, skills, leadership and a change in mindset to adopt and apply lean agile principles. Aspects of Lean-Agile The lean-agile mindset in SAFe® is built upon 2 main constructs. These provide the knowledge and help drive the skills required to create and manage the culture, organizational structure, leadership and management approach required to drive organizations adopting SAFe® and to allow them business objectives. The two key aspects of lean-agile mindset are- Lean Thinking which is primarily defined through SAFe®’s ‘House of Lean’ which was derived from Lean manufacturing inspired by Toyota’s ‘Houses of Lean’. This was then applied to software products and solutions development. The end goal of any project, however big or small is to deliver value to its stakeholders. The roof of the house is thus represented by delivering value in the shortest possible time ensuring maximum possible quality.  Some of the principal pillars hold up the house of lean. They represent respect for people & culture, flow, innovation and relentless improvement to support the end goal of value delivery. Work in any project is carried out by people and thus the respect for people and culture becomes utmost important for any team. Team together face challenges, learn new techniques and skills, solve problems and move forward and make improvements to projects and processes. Managers generally challenge the status quo and empower people to achieve more. The motivator behind this behavior is the team culture. Organizations and leaders must first embrace this culture and then try to instill that in their staff and even beyond organization’s boundaries towards other external stakeholders. It is important to note that culture cannot be changed overnight but can only be molded over time. The 2nd pillar of flow refers to a continuous flow of work to support incremental delivery of value. One main objective of an agile project is to make small increments to the solution over time and to keep on adding business value through continuous delivery. This must also be done while improving on engineering practices, improvements to solution quality and project governance through proper tracking. Visualizing the flow is an important aspect in Agile and in Lean. We all know about the Scrum and Kanban boards in agile projects and how they created visibility of project progress. This same concept must be scaled up with more visibility of tasks, components, modules and even systems with emphasis given to identifying and reducing non-value adding activities. Continuous delivery through DevOps and SysOps through the automation of software engineering, QA and deployment practices thus becomes a pivotal capability for any organization. Innovation is a key pillar in the house of lean and is placed in the middle. No team or organization can be improve or continuously deliver value without innovation. Thus SAFe® encourages team to challenge the norm, continuously explore new frontiers, be creative and move out of their comfort zones. Innovation and Planning sprints are thus a key component in the SAFe® hierarchy. The 4th pillar is to relentlessly improve the product and the processes. Organizations are expected to be learning through review and retrospectives.  The foundation of the house of lean is Leadership. Leadership plays a key enabler role for team success and successful adoption and implementation of lean-agile approach depends with the organization’s executive leadership, managers and team leads. Embracing Agility is the 2nd construct in lean-agile. SAFe® is built upon skills, capabilities and aptitude of teams and their leaders. The agile manifesto for software development describes the principles and practices related to carrying out project activities in an agile manner.  The agile manifesto describes 4 values and 12 principles. Agile values motivates teams to focus more on-   Individuals and interactions over processes and tools  Working software over comprehensive documentation  Customer collaboration over contract negotiation  Responding to change over following a plan Agile motivates teams to be self-organizing and self-healing, to face problems as one single unit, collaborate and solve problems and to continuously build something that can be demonstrated to customers. The objective is to get feedback as soon as possible and make necessary changes as required. The requirement in SAFe® is to apply these same set of values at team level as well as among multiple or large scale teams. SAFe® provides the basis for organizations to plan and build enterprise class applications and that too in an agile manner. It provides organizations with the processes and principles required to successfully apply these practices. The lean-agile values provides the platform for organizations to build their practices on and provides a organized approach to manage and thrive in chaos.
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Embracing Lean & Agile Values in SAFe® 4.5

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Embracing Lean & Agile Values in SAFe® 4.5

The basic premise to develop the Scaled agile framework is to enable organizations to scale up agile development practices to enterprise scale. One of the key constructs upon which SAFe® is built upon is the ‘Lean-Agile Mindset’. This is defined as ‘the combination of beliefs, assumptions and actions of SAFe® leaders and practitioners who embrace the concepts of the Agile Manifesto & Lean Thinking’.

Agile provides the thinking and mindset related to achieving high levels of efficiency, productivity, collaboration, team motivation and quality. However, the agile principles work well in the delivery of smaller, less complex solutions rather than applying it to enterprise wide solution implementations. Scaled agile framework requires a wider array of knowledge, skills, leadership and a change in mindset to adopt and apply lean agile principles.

Aspects of Lean-Agile
The lean-agile mindset in SAFe® is built upon 2 main constructs. These provide the knowledge and help drive the skills required to create and manage the culture, organizational structure, leadership and management approach required to drive organizations adopting SAFe® and to allow them business objectives. The two key aspects of lean-agile mindset are-

Lean Thinking which is primarily defined through SAFe®’s ‘House of Lean’ which was derived from Lean manufacturing inspired by Toyota’s ‘Houses of Lean’. This was then applied to software products and solutions development.

The end goal of any project, however big or small is to deliver value to its stakeholders. The roof of the house is thus represented by delivering value in the shortest possible time ensuring maximum possible quality. 

Some of the principal pillars hold up the house of lean. They represent respect for people & culture, flow, innovation and relentless improvement to support the end goal of value delivery.

Work in any project is carried out by people and thus the respect for people and culture becomes utmost important for any team. Team together face challenges, learn new techniques and skills, solve problems and move forward and make improvements to projects and processes. Managers generally challenge the status quo and empower people to achieve more. The motivator behind this behavior is the team culture. Organizations and leaders must first embrace this culture and then try to instill that in their staff and even beyond organization’s boundaries towards other external stakeholders. It is important to note that culture cannot be changed overnight but can only be molded over time.

The 2nd pillar of flow refers to a continuous flow of work to support incremental delivery of value. One main objective of an agile project is to make small increments to the solution over time and to keep on adding business value through continuous delivery. This must also be done while improving on engineering practices, improvements to solution quality and project governance through proper tracking. Visualizing the flow is an important aspect in Agile and in Lean. We all know about the Scrum and Kanban boards in agile projects and how they created visibility of project progress. This same concept must be scaled up with more visibility of tasks, components, modules and even systems with emphasis given to identifying and reducing non-value adding activities. Continuous delivery through DevOps and SysOps through the automation of software engineering, QA and deployment practices thus becomes a pivotal capability for any organization.

Innovation is a key pillar in the house of lean and is placed in the middle. No team or organization can be improve or continuously deliver value without innovation. Thus SAFe® encourages team to challenge the norm, continuously explore new frontiers, be creative and move out of their comfort zones. Innovation and Planning sprints are thus a key component in the SAFe® hierarchy.

The 4th pillar is to relentlessly improve the product and the processes. Organizations are expected to be learning through review and retrospectives. 

The foundation of the house of lean is Leadership. Leadership plays a key enabler role for team success and successful adoption and implementation of lean-agile approach depends with the organization’s executive leadership, managers and team leads.

Embracing Agility is the 2nd construct in lean-agile. SAFe® is built upon skills, capabilities and aptitude of teams and their leaders. The agile manifesto for software development describes the principles and practices related to carrying out project activities in an agile manner. 
The agile manifesto describes 4 values and 12 principles. Agile values motivates teams to focus more on- 

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

Agile motivates teams to be self-organizing and self-healing, to face problems as one single unit, collaborate and solve problems and to continuously build something that can be demonstrated to customers. The objective is to get feedback as soon as possible and make necessary changes as required. The requirement in SAFe® is to apply these same set of values at team level as well as among multiple or large scale teams.

SAFe® provides the basis for organizations to plan and build enterprise class applications and that too in an agile manner. It provides organizations with the processes and principles required to successfully apply these practices. The lean-agile values provides the platform for organizations to build their practices on and provides a organized approach to manage and thrive in chaos.

Rumesh

Rumesh Wijetunge

Chief Innovation Officer - Zaizi Limited, Chief Operating Officer - LearntIn (Pvt) Ltd., Director /

Rumesh is an IT business leader with over 12 years of industry experience as a business analyst and project manager. He is currently the CIO of Zaizi Limited, a UK based data management company heading the operations in Sri Lanka, the COO of LearntIn, a global training institute based in Sri Lanka and is also a lecturer / trainer at multiple private universities on management, IT, business analysis and project management subjects. He is the current president of the IIBA Sri Lanka chapter and is one of the most qualified and sought after trainers in Sri Lanka. Refer his LinkedIn profile for more details and to see more articles he has written on linkedin

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However, before attempting the PSM™ II assessment, it is important that you possess advanced knowledge on Scrum, as well as experience in implementing Scrum or have attended a PSM™ course.Job opportunities after Professional Scrum Master II™ certification:The candidate can apply for the following fields:Scrum MasterAssociate Scrum MasterProduct OwnerCoachMentorCost: The cost of PSM™ II assessment is $250.Average Salary: The average salary of a PSM™ II certified professional is $117,000.CertificationProfessional Scrum Master II Training (PSM II)Accreditation BodyScrum.orgPrerequisitesCertified Professional Scrum Master™ (PSM™)Minimum of one-year work experience as a Scrum MasterExam InformationAnswer a set of 30 questions within 90 minutes.Passing Score: 85%Type of questions asked is multiple choice, multiple answer and true/false.Career PathScrum MasterMentorCoachManagerProduct OwnerAverage Salary$117,000.Cost of Certification$250PSM™  III: The Professional Scrum Master™ level III (PSM III) is an assessment which is available to candidates who have passed the PSM™ I and  PSM™ II courses and wishes to master an eminent level of Scrum. PSM™ III is the highest level of knowledge that a Professional Scrum Master™ can obtain.Accreditation Body: Scrum.orgPrerequisites: Certified Professional Scrum Master™ (PSM™) and Professional Scrum Master™ II (PSM™ II)Who can take up this certification?If you have cleared the PSM™ I and PSM™ II assessments, and wish to gain a distinguished level of Scrum Mastery, then you can take up the PSM™ III assessment. Job opportunities after Professional Scrum Master III™ certification:The candidate can apply for the following fields:Scrum MasterAssociate Scrum MasterProduct OwnerCoachMentorDevelopersDeveloper ManagerSenior DeveloperCost: The cost of PSM™ III assessment is $500.CertificationProfessional Scrum Master™  III Training (PSM™ III)Accreditation BodyScrum.orgPrerequisitesCertified Professional Scrum Master™ (PSM™) and Professional Scrum Master™ II (PSM™ II)Exam InformationAnswer a set of 34 questions within 120  minutes.Passing Score: 85%Type of questions asked is multiple choice and essay types.Career PathScrum MasterAssociate Scrum MasterProduct OwnerCoachMentorDevelopersDeveloper ManagerSenior DeveloperCost of Certification$500Kanban Management ProfessionalKanban Management Techniques provides a developmental transformation approach instead of abrupt changes. The main motive behind this course is to improve the workflow of your team. The course discusses the Kanban values, methodologies, and other factors that are involved in a Kanban system. Get to understand and learn about the early stages of the Kanban method. In order to obtain the certification, you do not need to clear any examination. Instead, you will have to attend courses recognised by KMP in order to get the certifications. The Kanban Management Professional courses hold a lifetime validity, without any need for renewal.Accreditation Body: Lean KanbanPrerequisites:It will be beneficial for you if you have the basic knowledge about Kanban. There are no specific prerequisites.Who can take up this certification?If you are a professional who wishes to optimise their career in the following fields:Agile CoachProject ManagersProgram ManagersSoftware developersBusiness analystsJob opportunities after Kanban Management Professional certification:After completion of the course, you can opt for any of the following job profiles:Scrum MasterTeam ManagersAgile CoachSenior Agile CoachCertificationKanban Management ProfessionalAccreditation BodyLean KanbanPrerequisitesIt will be beneficial if the candidates have basic knowledge about Kanban. There are no specific prerequisites.Career PathScrum MasterTeam ManagersAgile CoachSenior Agile CoachAgile Certifying Accreditation BodiesThe following is a list of a few Agile Certifying Bodies:ICAgileScaled AgileProject management InstituteScrum AllianceScrum.orgLean KanbanICAgile:ICAgile is the abbreviation for International Consortium for Agile (ICAgile). It is an organisation that consists of experts, pioneers, and trusted advisors. They help people and organisations become more agile. Their main motive is to achieve agile sustainability with the main focus on the transformation of people instead of the process.Scaled Agile: Scaled Agile, Inc. (SAI) is the leading provider of SAFe® courses. It uplifts the career growth of an individual as well as organisations as it offers various role-based courses and certifications, along with being a knowledge base for enterprises to adopt Agile.Project Management Institute (PMI): The Project Management Institute (PMI) was founded in the year 1969. Till date, it has delivered value for more than 2.9 million executives around the globe through education, advocacy, collaboration and research. They help professionals advance in their careers and organisational success.Lean Kanban: Lean Kanban university holds classes that guide the candidates and their organisations through the Kanban Method and model their work using Kanban.Scrum Alliance: Founded in the year 2011, it is now a globally renowned organisation which supports Scrum adoption, research and networking, with its main focus on organisational transformations. It is the most established organisation for Agile membership and certification and has trained more than 750,000 professionals worldwide.Scrum.org: In order to improve software delivery, Scrum.org provides training, assessments and certifications based on the principles of Scrum and Agile manifesto. They empower people all around the globe to achieve agility through Scrum. Scrum.org was found in the year 2009 by Ken Schwaber.ConclusionWith many options available in the market, it is important for you to make a wise call after looking out for all options and decide what you need. If they wish to achieve benefits in their career or are willing to change their jobs, CSM and PMI-ACP can prove to be the best choice. If you target on attaining knowledge, then opting for PSM I and then going on to its higher level will help you achieve so. Choose the best course according to your requirement and make a leap at the chance to achieve what you wish for!
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Top-paying Agile Certifications to Consider in 202...

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Scrum Master Job Descriptions and Responsibilities In Agile

Scrum stands out as one of the most dominant Agile frameworks used widely across the world. As per the ‘14th Annual State of Agile Report’ published by VersionOne, Scrum has 58% of the segment in the overall adoption of frameworks across the organizations globally. Not only has Scrum captured a large share in the industry, it is also easy to implement and brings about a more collaborative approach.   Scrum has three roles: product owner, scrum master and the development team members. It is these three roles that define the way a team works towards a single goal. Of the three roles, the role of the Scrum Master will be the focus of this article.We will talk about the qualities that make a successful Scrum master stand out from the crowd and discuss the major skill sets that employers seek from Scrum masters.Later, we will delve into how best to prepare for this role and how necessary it is for a Scrum master to possess technical knowledge related to the product or technology the team is working on. Finally, we will address how a Scrum Master can accelerate change and positively impact delivery in the team.  What is a Scrum Master?  Scrum Masters are facilitators of Scrum who act as servant leaders to drive the delivery in terms of process and product. As facilitators, scrum masters act as coaches to the rest of the team, “servant leaders” as the Scrum Guide puts it. Good scrum masters are committed to the scrum foundation and values, but remain flexible and open to opportunities for the team to improve their workflow. The Scrum Master is responsible for promoting and supporting Scrum as defined in the Scrum Guide. They do this by helping the team and the management understand the theory, practices, rules, and values of Scrum.  Roles of a Scrum Master  The scrum master is the role responsible for glueing everything together and ensuring that scrum is being done well. In practical terms, that means they help the product owner define value, the development team deliver the value, and the scrum team to get better. The scrum master is a servant leader which not only describes a supportive style of leadership but describes what they do on a day-to-day basis. The several ways that a Scrum master services the product owner, the Scrum Team and the organization are elaborated below:  The Scrum Master wears different hats to deliver results. The four main stances of a Scrum Master are explained below:  As a Facilitator The Scrum Master is a facilitator who makes sure the team is following the scrum events by serving and empowering the team in achieving their objectives. The person must be ‘neutral’ without taking sides in any conversation or meeting, at the same time, back everyone to do their best in intellectual and in practice. On the lines of facilitation, Lyssa Adkins provides a very apt statement:   A Scrum Master should facilitate by creating a "container" for the team to fill up with their ideas and innovations. The container, often a set of agenda questions or some other lightweight (and flexible) structure, gives the team just enough of a frame to stay on their purpose and promotes an environment for richer interaction, a place where fantastic ideas can be heard. The coach creates the container; the team creates the content. - Lyssa Adkins As a Coach The Scrum Master helps the team to understand the framework and accordingly coaches them for being self-organized and cross-functional. This person inspires an outlook of continuous improvement and Back the team in problem-solving and conflict resolution.   As a Servant Leader The term Servant Leader was originated by Robert K. Greenleaf, who described this term as “The servant-leader is servant first. It begins with the natural feeling that one wants to serve. Then conscious choice brings one to aspire to lead.”  The servant-leader is servant first. It begins with the natural feeling that one wants to serve. Then conscious choice brings one to aspire to lead. - Robert K. Greenleaf  This person ‘leads by example’ and puts the team/individuals' needs on priority. They make sure they are setting the foundation of trust, honesty, transparency, and openness. At the same time, they are the leader whom the team can look up to.   As a Change Agent The scrum Master brings about the change in terms of process, practices, and ways of working. They act as a catalyst in the overall transformation to bring about the degree of change expected from an organization. They help the team follow the process along with helping the stakeholders understand the empirical process. They help the entire team to adopt processes and enhance the delivery.  Scrum myth: The scrum master must run the daily scrum. In fact, the scrum master does not run any of the events, just ensures they happen and that they are successful. Top Qualities of a Successful Scrum Master  As with other roles, there is a secret sauce that goes into making the Scrum Master successful. While every individual serving as a Scrum Master may bring along their own personalities and strengths to reinforce the role, there are a couple of must-have qualities which every individual donning the Scrum Master role must hone. Let’s take a quick look at these traits that can add a pinch of charm to the Scrum Master role.  Powerful Communicator: The Scrum Master needs to be very specific and clear on the communication they have with the team and with stakeholders. They must be aware of the right channels and when to use them. They should know how to influence teams for better results.  Inspires Ownership: A good Scrum Master helps the team to understand Agile principles and why the team can gain better results through the adoption of ownership. They help the team to take ownership of their tasks, their task board, process, and even small failures.  Read the Room: The Scrum Master should be able to understand and sense the temperature of the room. They should know when conflict is cropping up and how to deal with it smartly. This helps to build a culture of trust and transparency amongst the teams.  Impartial: The Scrum Master can become a star leader if they are neutral towards any situation or the individual. They focus on the problem rather on the individual. They know every individual is good and has the right intentions, it is just the situations that alter the way the team behaves. This not only helps in creating a rapport but also gives one the satisfaction of doing the right thing.   Scrum Master Job Description and Responsibilities  With the increase in demand for Scrum Masters globally, it is important to understand the job description. Every industry is different and so are their ways of working. While each organization may have their own versions of the job description for a Scrum Master as per their need in a project, we will take a closer look into the typical job description that organizations use.   Below are some of the common points you will usually find in an open position for a Scrum Master:  Standups: Organize daily stand-up meetings, facilitate, and plan other project meetings as required including demos as suitable.  Sprint reviews: Empower the team to become self-organized to consistently deliver on their sprint commitments.  Adoption of best practices: Ensure development teams enthusiastically apply core agile principles of collaboration, prioritization, accountability, and visibility.  Impediment removal: Responsible to address impediments that prevent successful development and testing of approved requirements.  Visualization of issues: Support team to detect barriers that prevent it from delivering features to the customers.  Agile master: Strong knowledge of Scrum philosophy, rules, practices, and other frameworks.  Understanding of the software development process: Familiarity with software development processes and measures to understand team requirements.  Process ownership: Harmonize scrum team with agile; collaborate with Leadership to ensure delivery teams practice Agile framework and software engineering best practices.  Stakeholder management: Work in partnership with Stakeholders, Product Managers, Business Analysts, and development managers to plan releases and manage a healthy product backlog  Metrics/reports: Endorse and present appropriate metrics to sustain continuous improvement to get the best out of each team. Report progress, team status, and issues across the board.  Transparency: Communicate development status to sponsors, participants, management, and teams. Shares weekly or bi-weekly reports to ensure everyone understands the current state.   Quality: Safeguard observance of quality standards and project deliverables. Understand principles to drive quality ethics and help in devising tools and practices for best end results.   How can I prepare for this role?  Donning the role of a Scrum Master is akin to heeding to an internal calling; the role requires a person to be patient, a good communicator, a good listener, and most of all emotionally intelligent. If you want to become a Scrum Master, make sure you understand the in-depth meaning of servant leadership. It is not just following the process and events that make up a Scrum Master, it is a huge role which requires leadership while serving the team. If this is your calling, then here are some steps you can take –   Start learning about Scrum and how effectively you can use its values and principles with your team  Start reading articles and blogs on best practices with success stories.  Prepare for the certification required to start your journey.  Make sure you have a mentor who can shape you well and can help you hone your skills  Continuously work on your communication and influencing skills.  Is it essential for a Scrum Master to possess technical knowledge?  Of late, we have started noticing many job postings where organizations specifically demand a Scrum Master who is technically sound and knows the in and out of the technology the team is working on. Traditionally, however, Scrum Master is a non-technical role where the focus is on improving the work culture, adopting Scrum/Agile and its best practices, and helping the teams to grow, become self-organized and high performing. While it is a good-to-have criterion, technical knowledge is not mandatory. But then again, it really depends on the organization and their need.  Get started with the Scrum Master role  If you want to help teams work effectively together and want to change the world with scrum and agile, then the scrum master role is for you. It is a very people-centric role with a heavy emphasis on coaching, teaching, and facilitation. The Scrum Master role can be a game-changer for project delivery. They help the team understand their true potential which most of the times teams themselves are not aware of, with the help of coaching, mentoring, and using engaging team activities that help in understanding the overall process and delivery.  The Scrum Master role is critical and needs to be handled with care as the stakes are high. This role has a high degree of accountability and responsibility towards the team, process, and organization which not only requires an open mindset but also a concern for the wellbeing of co-workers. If lived to its full potential, this role can build awesome high-performing teams that sustain hardships and efficiently draw learning out of every experience. Such teams are bound to succeed at every step, taking even failure as a step towards success. 
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Scrum Master Job Descriptions and Responsibilities...

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Must-Have tools for Seamless Agile Management

For a long time, developers did not have a lot of freedom with their projects when it came to product development. Expected to work within the restraints provided by the top management or the sponsor of the project, and creatively limited by locked plans, developers craved to think out of the box and unleash their intuition and skills to develop a much more productive system.  This led to the rise of Agile development, a science that allows developers to be flexible and creative in delivering exactly what the users demand. Agile management took over a whole new system of development. This management system has come a long way since its birth and has now become one of the best manifestos for project management.   However, with such a heavy structure in place, there were strenuous tasks and methods involved. To get accustomed to this manifesto, you should invest in a good Agile and Scrum certification to get well versed with the different Agile tools given below: 1.  Agile Manager This tool helps organize and guide teams from the start as they work towards developing working code for an Agile model. At the beginning of this process, the manager will gather important user stories and contemplate on how to attack the problems addressed by them.  During each code sprint, the developers record their progress on user stories and their problems. The entire progress is plotted on a dashboard so that everyone is up to date with their work. Figure 1: Agile ManagerFeatures included: Creates epics and map them to releases, features and stories Uses story points for estimation Analyses sprint performance with help of dashboard and scrum Uses templates and custom statuses for process management 2. JIRA The JIRA tool is one of the best tools for project management. The team first makes a list of project tasks with the help of a tool called Confluence. Then they track the tasks on an interactive Kanban board that developers can update as they finish each task.  This Agile tool is integrated with other tools. Bamboo is a tool that offers continuous integration that pre-builds the code before evaluating it. Discussions take place through HipChat, and these revolve around the tasks and probable solutions.  Figure 2: Jira dashboardIncluded features: Issue tracking Boards Epics Bug tracking Custom fields 3. Planbox Planbox is a hierarchical tool. It offers four specific levels of organizational power, thus allowing many teams to simultaneously work towards a single goal. The topmost level is called the initiative, which is broad and abstract. They contain various projects, which are filled with tasks.  Planbox creates these projects and evaluates them to form a report. This report is prepared for the shareholders.  There are various amazing features like looping customer reviews and time tracking. This tool is integrated with Github for storage and Zendesk for tracking customer satisfaction.Image 3: Planbox dashboard4. LeanKitLeankit is a very unique tool. It aims to create a conference room type of whiteboard where most projects start from. This lets members post virtual notes on it that represent tasks, user stories or glitches, which should be addressed later.   The board has a fast update feature and lets multiple teams work together in separate spaces while still coordinating together.  Figure 4: Leankit  Included features: Board view templates Track issues and bugs Manage project portfolios Lean metrics and reporting 5. Proggio This is a next generation project management tool which focuses on and around the team instead of the task. It has a good visual representation that allows managers to create a full-project blueprint. This promises team clarity and increased planning capabilities.With the powerful task management tool, every team member is sure to be on track, and the virtual portfolio is an added accessory that helps tabulate developer progress.  Now, chasing around team members for every update is no longer necessary! Any and all progress report by the team members will clearly be reflected in the project timeline.   Figure 5: Proggio dashbarodIncluded features: Board and List views Visual tracking Better timelines Choose the Agile tool best suited for your business In this vast market, there are unlimited tools created for Agile, but the above-mentioned are the ones which yield the best results. This will help you evaluate and find the tool that functions best for your context and is comfortable for your team. With every team applying their own unique approach to the Agile methodology, choosing the right tool may appear to be a rather difficult task. However, once the Agile manifesto is in place, things are sure to run quite smoothly and profitably.  This is your first step to a professional and productive future, so get your Agile and Scrum training now! 
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Must-Have tools for Seamless Agile Management

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