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PMP-14 Definition of Agile
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Edited at 2023-05-12 17:40:03- bacteria
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PMP-14 Definition of Agile
- bacteria
This is a mind map about bacteria, and its main contents include: overview, morphology, types, structure, reproduction, distribution, application, and expansion. The summary is comprehensive and meticulous, suitable as review materials.
- Plant asexual reproduction
This is a mind map about plant asexual reproduction, and its main contents include: concept, spore reproduction, vegetative reproduction, tissue culture, and buds. The summary is comprehensive and meticulous, suitable as review materials.
- Reproductive development of animals
This is a mind map about the reproductive development of animals, and its main contents include: insects, frogs, birds, sexual reproduction, and asexual reproduction. The summary is comprehensive and meticulous, suitable as review materials.
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PMP-14 Definition of Agile
Why Agile is Needed
1. five scenarios
Customers don’t know what they want
The customer’s expressed needs are inconsistent with what they want
At the time of delivery, the customer's needs have changed
The team understood it wrong and delivered something other than what the customer wanted.
Changes in the environment cause the original requirements to no longer apply
2. Agile methods vs traditional methods
3. Deterministic and uncertain work
deterministic work
1. scope
Determined in advance and not easy to change
2. project work
Can proceed as planned
3. product
One time delivery
4. team member
Focus on execution
5. Have a clear process that has proven effective in similar projects in the past
6. Uncertainty and risk, usually low
7. traditional forecasting method
Aims to identify most requirements upfront and control changes through a change request process
uncertain work
1. scope
Difficult to determine in advance, just wait and see
2. project work
Plans can’t keep up with changes
3. product
Can be delivered multiple times
4. team member
It requires both hands and brain
5. New designs, problem solving, and work that has not been done before are all exploratory
6. It requires subject matter experts to work together to solve problems and create solutions
7. Highly uncertain projects
Rapid change, complexity, and high risk
8. Agile methods
In order to explore the feasibility in a short period of time
Quickly adjust based on evaluation and feedback
4. Reasons to choose agile
flexibility
Deliver value faster
lower risk
keep improve
what is agile
1. The origin and development of agile
1950S
U.S. Department of Defense and National Aeronautics and Space Administration Adopt iterative and incremental development models
1960S
Evolutionary project management
1970s
Toyota’s Lean Concept
1990s
1. Scrum
2. extreme programming
3. crystal method
4. Dynamic System Development Methods
2. Agile is an umbrella term for many methods
Agile and Kanban
1. Is a subset of lean methods
2. is a concrete example of lean thinking
3. reflects the following concepts
focus on value
small batch
Eliminate waste
3. Agile core business goals
1. continue to innovate
deliver
Existing customer needs
2. Product adaptability
deliver
Future customer needs
3. Reduce time to market
improve
ROI
4. People and process adaptability
Quick response
Product and business changes
5. reliable results
support
Ability for business growth and profitability
4. agility triangle
Three goals of agile project evaluation
value target
supply
deliverable products
Quality goal
supply
Reliable and adaptable
Deliverable products
constraint goals
within acceptable constraints
Achieve value and quality goals
5. Agile thinking
Hybrid Agile Methods
team approach
1. Scrum
A single team process framework for managing product development
2. Extreme Programming (XP)
Is a software development method based on frequent delivery cycles
3. Kanban method
Kanban in lean manufacturing is a system for planning inventory control and replenishment
Ensures continuity of workflow and value delivery
4. Scrumban
Scrumban is an agile method originally designed as a transition method between Scrum and Kanban
It is another hybrid agile framework and method that has evolved through its own derivatives, The team uses Scrum as a framework and Kanban as a process improvement method.
5. Function-Driven Development (FDD)
Developed to meet the specific needs of large-scale software development projects
6. Dynamic Systems Development Method (DSDM)
is an agile project delivery framework
Known for emphasizing constraints to drive delivery
The framework sets cost, quality, time, and Then use formal scope prioritization to meet the requirements of these constraints
7. Agile Unified Process (Agile UP) (AgileUP)
Is a branch of the Unified Process (UP) in software projects
extension method
1. crystal method
Crystal is a family of methodologies
The Crystal Methodology is designed to depend on project size (the number of people involved in the project), and project criticality to quantify and provide options for methodological rigor.
2. Lean
Lean concept
1. focus on value
2. small batch
3. Eliminate waste
The relationship between Lean, Kanban and Agile
1. Think of Agile and Kanban methods as derivatives of Lean thinking
2. Lean thinking is a superset of
3. Agile is an umbrella term for many practices
4. commonality
Deliver value, respect people, reduce waste, be transparent, adapt to changes, and continue to improve
3. Scrum of Scrums (SoS)
Also known as "meta Scrum"
is a technique used by two or more Scrum Teams rather than one large Scrum Team, One of the teams includes three to nine members to coordinate its work
Hold regular meetings
Usually two or three times a week
The model is similar to daily stand-up meeting
4. Scaled Agile Framework (SAFe®)
Provides a knowledge base for all levels of the enterprise to carry out large-scale development work
5. Agile Development at Scale (LeSS)
It is a framework for organizing multiple development teams with the common goal of extending the Scrum method.
6. Disciplined Agile (DA)
It is a process decision-making framework that integrates multiple agile best practices in a comprehensive model.
DA aims to balance popular approaches that are too narrowly focused (like Scrum) or too detailed (like AgileUP)
7. Enterprise Scrum
Is a framework designed to apply the Scrum methodology through a more holistic organizational layer rather than a single product development layer
The aim is to extend agile methods beyond project execution by enabling disruptive innovation
Agile mindset
1. defined by values
2. Guided by principles
3. and manifested in many different practices
Agile Practitioner
According to own needs
Choose a different practice
6. Agile meaning
Agility is the ability to create and respond to change to create profits in a turbulent business environment
Agility is the ability to balance flexibility and stability
Jim Highsmith, 2002
Interpretation of "Agile Manifesto"
Agile Manifesto Four values
individuals and interactions
people oriented
1. better than
Processes and Tools
2. people oriented
Process is dead, people are alive
Available software
value oriented
1. better than
Complete documentation
2. When interested parties want detailed documentation and a plan they believe in, you can demonstrate successful experiences to convince them.
3. Available software is better than complete documentation, but documentation is not entirely unnecessary
4. When detailed documentation is already part of the requirements, we need to focus on the value and make adjustments
Customer cooperation
win-win
1. better than
Contract negotiation
2. We do not blindly follow the contract. When we disagree with customers, we emphasize communication and cooperation to reach an agreement and pursue win-win cooperation.
Respond to changes
embrace change
1. better than
follow plan
2. Plans, needs, etc. may change and should be responded to proactively
When new content (demand) is harvested
3. Embracing change does not mean accepting all changes unconditionally
homophonic memory
Can be applied to various subjects
Scrum five values
Commitment, focus, openness, respect, courage
promise
commitment
Willingness to commit to goals
focus
focus
Dedicate yourself to the work you promised to do.
Team members are full-time and focused on this project
Remove obstacles so team members can focus on the project
In this round of iteration, focus on the iteration to-do list and do not replace it unless necessary.
open
openness
All information within the team is open to everyone
respect
respect
Everyone has his or her own unique values and experiences
courage
courage
Dare to make promises, fulfill commitments, dare to say no
Interpretation of "Agile Manifesto-Twelve Principles"
1. Twelve principles
1. Our highest goal is to meet customer requirements through early and continuous delivery of valuable software
1. To verify user needs, Agile often uses prototyping to quickly produce a product model to verify customer needs and collect customer feedback.
The prototyping method is a method of using product development tools to quickly build a product model based on the preliminary needs of relevant parties and display it to relevant parties.
Generally used to collect requirements
2. A minimum viable product is a product or model that is usable and can even be brought to market. It is something that can be released and is generally not used to validate customer needs.
MVP is the minimum viable product
MVP refers to the fastest and most concise way to build a product or demonstration that is usable and can be brought to the market to meet the core needs of users and obtain feedback.
It is generally used for delivery as soon as possible, such as making a product that can be launched into the market first.
focus on
Customer satisfaction
Main points
Deliver as early as possible
continuous delivery
valuable
Customer satisfaction
2. Changes to requirements are welcome, even in the late stages of project development.
Agile processes must be good at taking advantage of changes in requirements to help customers gain competitive advantages.
focus on
embrace change
Main points
1. Traditional project management influences and controls factors that lead to change
2. Agile anticipates changes in requirements
3. Embrace changes, even if they occur late in the project
4. Ensure software is flexible enough through principles, patterns, and practices
5. Responding and adapting quickly to changes can give customers a significant competitive advantage in responding to new opportunities.
3. Deliver usable software frequently, with cycles ranging from weeks to months, and the shorter the better.
focus on
Frequent delivery
Main points
1. Software that delivers work frequently, the shorter the time interval, the better
2. Scrum iteration cycle
about a month
3. XP iteration cycle
It will be as short as one week
4. Shorter iteration cycles
Strengthen the team's continuous focus on customer value
4. During project implementation, business personnel and developers must always collaborate
focus on
work together
Main points
1. In traditional projects, people responsible for business value and software developers work strictly separately.
2. Allow each team to focus on what they do best
3. Agile project management encourages them to work together in the same place
4. Team members and business people can understand each other’s ideas
5. their common goal
Deliver value to customers through working software
5. Be good at motivating project personnel, give them the environment and support they need, and believe that they can complete the tasks
focus on
Provide environment and support
Main points
1. Motivating people, people are more important than having the best processes and tools
2. Build strong teams and actively avoid micromanagement
3. Self-disciplined teams rather than a top-down mandate
4. Provide the team with an environment free from outside interference, Remove barriers to product creation
5. Give the team room to play freely
6. Whether it is to the development team or within the team, the most effective way to convey information is face-to-face conversation
focus on
Face to face communication
Main points
1. Informal verbal communication is far more common in agile project management than formal written communication
2. Communication in agile projects is open and any team member can freely participate in the conversation
3. Communication is transparent, timely and visual
4. The most efficient communication
face to face conversation
5. penetrating communication
6. wide bandwidth communication
7. Available software is the primary measure of progress
focus on
Metrics
Main points
1. traditional projects
Constant updates make documentation a burden
2. real value
is expressed through results, and the results are expressed through the software that works
3. Working software is the primary metric
4. Pay attention to the degree of completion of requirements
5. Pay attention to the usability of the software
8. Agile processes promote sustainable development
Project sponsors, developers, and users should all be able to maintain a steady pace at all times
focus on
sustainable pace
Main points
1. Agile projects are more work intensive than traditional projects
Especially when using methods like XP
2. Maintain a stable and sustainable pace of progress so that team members do not rush to work at the end of the iteration cycle, causing problems
3. Do not allow excessive stress and fatigue
4. Not borrowing tomorrow’s energy to get more done today
9. Continuous improvement of technology and continuous improvement of design will improve agility
focus on
Technical excellence
Main points
1. The better the design, the easier the maintenance
2. Keep your software clean and tidy
3. Write high-quality code
4. Refactor
5. Stable and high-quality projects allow teams to respond to changes more quickly than inferior projects.
10. Simplicity, that is, minimizing unnecessary work as much as possible, is an art
focus on
concise
Main points
1. The key point is to stay focused on customer value and not hesitate to cut activities that don’t add value
2. This principle is embraced by all agile methods, especially lean methods
3. One of the core aspects of Lean methodology is the elimination of waste
4. Keeping it simple is the most basic principle
5. Don’t build flashy systems
11. The best architecture, requirements and designs will emerge from self-organizing teams
focus on
self-organizing team
Main points
1. A self-organizing team is one in which the team talks among itself about how work will be distributed and who will do a particular job
2. Tasks are assigned to the remediation team, not to an individual
3. Agile Team: Generalizing Specialist
4. The team is empowered, self-organized, self-managed, and the team makes decisions
5. The most significant difference between traditional projects and agile projects
6. Not only are small teams self-organizing, but larger cross-functional teams can also be self-organizing
7. Not only does one person have responsibility for architecture, requirements, and testing, but the entire team shares these responsibilities
12. The team should regularly reflect on how to be more effective and adjust the team’s behavior accordingly
focus on
Reflect regularly
Main points
1. In traditional projects, when the project or phase is completed, it is the most common practice to hold a meeting to summarize
2. agile
Review more frequently to get the job done
3. Daily scrum, iteration retrospective meeting
4. In an iteration retrospective meeting, review the work or releases that were completed during the previous iteration and evaluate how they can be improved next time
5. Daily stand-up meetings are another important way to coordinate team efforts, team self-evaluation and self-adjustment
2. Classification
Working principles
Be precise, simple, and reflect regularly
9. A continued focus on technical excellence and good design helps enhance agility
10. Try to be as concise as possible and reduce unnecessary work as much as possible. This is an art.
12. The team should review and reflect regularly on how to be more effective and adjust the team’s behavior accordingly
Team principles
Work together, inspire, trust, self-organization
11. The best architecture, requirements and design come from self-organizing teams
5. Be good at motivating project personnel, give them the environment and support they need, and believe that they can complete the tasks
4. During the project process, business personnel and developers must always work together
communication principles
face to face
6. The most effective method of communication within a team and between teams is face-to-face communication
Our overarching goal is to satisfy our customers' needs by delivering valuable software early and continuously
3. To continuously deliver usable software, the cycle ranges from a few weeks to a few months, and the shorter the better.
8. Agile processes promote sustainable development.
Project parties, developers and users should be able to maintain a constant and stable rate of progress
7. Working software is the primary measure of progress
2. Even in the later stages of project development, changes to requirements are still welcome.
Agile processes help customers create competitive advantages by embracing change