Agile way of working - Revision history

S210770: /* The making of the Agile Manifesto */

2022-03-20T11:17:17Z

The making of the Agile Manifesto

S210770: /* Agile and its origins */

2022-03-20T11:15:53Z

Agile and its origins

← Older revision		Revision as of 11:15, 20 March 2022
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	However, “agility” as a word representing the Agile Methodology can be better defined through the words of Dr. David F. Rico in Broad Introduction: Agile Methodologies <ref name="Rico">Rico, D. F. (2022). Broad Introduction: Agile Methodologies. Retrieved from Dave´s Lean & Agile Webpage: http://davidfrico.com/rico18l.pdf</ref>:		However, “agility” as a word representing the Agile Methodology can be better defined through the words of Dr. David F. Rico in Broad Introduction: Agile Methodologies <ref name="Rico">Rico, D. F. (2022). Broad Introduction: Agile Methodologies. Retrieved from Dave´s Lean & Agile Webpage: http://davidfrico.com/rico18l.pdf</ref>:

	* "The ability to create and respond to change in order to profit in a turbulent global business environment		* "The ability to create and respond to change in order to profit in a turbulent global business environment"
	* The ability to quickly reprioritize the use of resources when requirements, technology, and knowledge shift		* "The ability to quickly reprioritize the use of resources when requirements, technology, and knowledge shift"
	* A very fast response to sudden market changes and emerging threats by intensive customer interaction		* "A very fast response to sudden market changes and emerging threats by intensive customer interaction"
	* Use of evolutionary, incremental, and iterative delivery to converge on an optimal customer solution		* "Use of evolutionary, incremental, and iterative delivery to converge on an optimal customer solution"
	* Maximizing BUSINESS VALUE with right-sized, just enough, and just-in-time processes and documentation"		* "Maximizing BUSINESS VALUE with right-sized, just enough, and just-in-time processes and documentation"

	The origins of agile methods date back to the 90s when primarily in the software development industry and other industries such as aerospace, defence and manufacturing, the traditional methods were simply not suitable anymore when it came to timely product delivery (Agilemania, 2021). Companies and the developers within quickly started developing their own methodologies and mixing old with new. The new methods had a big focus on close collaboration, business value and self-organised teams. In this time methods such as Scrum, Extreme Programming, Feature Driven Development (FDD and Dynamic System Development Method (DSDM) were established and implemented AgileAlliance. <ref name="AA">(2022). Agile 101. Retrieved from Agile Alliance: https://www.agilealliance.org/agile101/</ref>.		The origins of agile methods date back to the 90s when primarily in the software development industry and other industries such as aerospace, defence and manufacturing, the traditional methods were simply not suitable anymore when it came to timely product delivery (Agilemania, 2021). Companies and the developers within quickly started developing their own methodologies and mixing old with new. The new methods had a big focus on close collaboration, business value and self-organised teams. In this time methods such as Scrum, Extreme Programming, Feature Driven Development (FDD and Dynamic System Development Method (DSDM) were established and implemented AgileAlliance. <ref name="AA">(2022). Agile 101. Retrieved from Agile Alliance: https://www.agilealliance.org/agile101/</ref>.

S210770: /* Agile and its origins */

2022-03-20T11:14:58Z

Agile and its origins

S210770: /* Frameworks */

2022-03-20T11:12:24Z

Frameworks

← Older revision		Revision as of 11:12, 20 March 2022
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	=== Frameworks ===		=== Frameworks ===

	In agile WOW there are different frameworks that can be used in order to make product development and teamwork more agile. Meaning that the team is able to work flexibly with optimized performance. Based on the given project, program or portfolio different frameworks or a combination of two might be chosen. The frameworks act as a guideline that can be adapted from project to project.		In agile WOW there are different frameworks that can be used in order to make product development and teamwork more agile. Meaning that the team is able to work flexibly with optimized performance. Based on the given project, program or portfolio different frameworks or a combination of two might be chosen. The frameworks act as a guideline that can be adapted from project to project. Following are the descriptions of the two most popular agile frameworks: Scrum and Kanban.

	==== Scrum ====		==== Scrum ====

S210770: /* Anotated bibliography */

2022-03-20T11:10:00Z

Anotated bibliography

← Older revision		Revision as of 11:10, 20 March 2022
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	== Anotated bibliography ==		== Anotated bibliography ==

	(2022). Agile 101. Retrieved from Agile Alliance: https://www.agilealliance.org/agile101/		Agile Alliance. (2022). Agile 101. Retrieved from Agile Alliance: https://www.agilealliance.org/agile101/
	: This website is called Agile Alliance and was created by the founders of the Agile Manifesto, making this source highly reliable. The website provides great insight into agile, its glossary and history. The agile principles and the manifesto can also be found on this website. The website also contains a blog where different topics connected with agile methodologies and management can be explored. This source is very relevant for any individual interested in agile practises and their origins.		: This website is called Agile Alliance and was created by the founders of the Agile Manifesto, making this source highly reliable. The website provides great insight into agile, its glossary and history. The agile principles and the manifesto can also be found on this website. The website also contains a blog where different topics connected with agile methodologies and management can be explored. This source is very relevant for any individual interested in agile practises and their origins.

	Charles G. Cobb, P. (2011). Making Sense of Agile Project Management: Balancing Control and Agility. JOHN WILEY & SONS, INC.		Charles G. Cobb, P. (2011). Making Sense of Agile Project Management: Balancing Control and Agility. JOHN WILEY & SONS, INC.
	: This book		: This book is a great starter kit on understanding agile project management, its methods and how to implement it. The book provides clear guidance on how to become more agile and what are the benefits and the limits of it. It also provides case study examples to increase the understanding of the process. The source itself is very reliable as the information comes from published literature. One of the limits of this source is that even tho the book dives deeply into project management methodologies it does not cover frameworks such as scrum or kanban. The book itself is very relevant to the subject and can be of great use when dealing with project, program and portfolio management.

	Rob Cole, E. S. (2015). Agile project management: A practical guide to using Agile, Scrum and Kanban. Pearson Education.		Rob Cole, E. S. (2015). Agile project management: A practical guide to using Agile, Scrum and Kanban. Pearson Education.
	:		: This book offers a great introduction to agile, its principles and how it differs from the waterfall method. Through the book, practical examples are provided and the agile method is often compared to the waterfall from the pros and cons side. The book also offers a deeper understanding of the frameworks, where scrum and kanban are also explained in more detail. The source is very reliable as the information comes from published literature. This source can be very useful for anyone wanting to understand and incorporate agile frameworks.

	== References ==		== References ==

	<references />		<references />

S210770: /* Anotated bibliography */

2022-03-20T10:57:52Z

Anotated bibliography

← Older revision		Revision as of 10:57, 20 March 2022
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	(2022). Agile 101. Retrieved from Agile Alliance: https://www.agilealliance.org/agile101/		(2022). Agile 101. Retrieved from Agile Alliance: https://www.agilealliance.org/agile101/
			: This website is called Agile Alliance and was created by the founders of the Agile Manifesto, making this source highly reliable. The website provides great insight into agile, its glossary and history. The agile principles and the manifesto can also be found on this website. The website also contains a blog where different topics connected with agile methodologies and management can be explored. This source is very relevant for any individual interested in agile practises and their origins.


	Charles G. Cobb, P. (2011). Making Sense of Agile Project Management: Balancing Control and Agility. JOHN WILEY & SONS, INC.		Charles G. Cobb, P. (2011). Making Sense of Agile Project Management: Balancing Control and Agility. JOHN WILEY & SONS, INC.
			: This book

	Rob Cole, E. S. (2015). Agile project management: A practical guide to using Agile, Scrum and Kanban. Pearson Education.		Rob Cole, E. S. (2015). Agile project management: A practical guide to using Agile, Scrum and Kanban. Pearson Education.
			:

	== References ==		== References ==

	<references />		<references />

S210770: /* Anotated bibliography */

2022-03-20T10:51:28Z

Anotated bibliography

← Older revision		Revision as of 10:51, 20 March 2022
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	== Anotated bibliography ==		== Anotated bibliography ==

			(2022). Agile 101. Retrieved from Agile Alliance: https://www.agilealliance.org/agile101/



			Charles G. Cobb, P. (2011). Making Sense of Agile Project Management: Balancing Control and Agility. JOHN WILEY & SONS, INC.


			Rob Cole, E. S. (2015). Agile project management: A practical guide to using Agile, Scrum and Kanban. Pearson Education.

	== References ==		== References ==

	<references />		<references />

S210770: /* Kanban */

2022-03-20T10:48:11Z

Kanban

← Older revision		Revision as of 10:48, 20 March 2022
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	A very important part of the Kanban framework is also the WiP limit (Work in Progress limit). This limit is set per employee and ensures that not too many tasks get stuck in the “in-process” stage not being complete. Most often the limit per employee is 3 tasks. Another aspect of this framework is also getting tasks from “in process” into “done”, where defining the criteria for complete tasks is of key importance <ref name="cole" />.		A very important part of the Kanban framework is also the WiP limit (Work in Progress limit). This limit is set per employee and ensures that not too many tasks get stuck in the “in-process” stage not being complete. Most often the limit per employee is 3 tasks. Another aspect of this framework is also getting tasks from “in process” into “done”, where defining the criteria for complete tasks is of key importance <ref name="cole" />.

			Due to its easy implementation ability, Kanban can be used in almost any industry and within their projects. However, most often kanban can be seen in the software development industry and within industries where agile and lean principles are already incorporated.

	== Agile VS Waterfall ==		== Agile VS Waterfall ==

S210770: /* Scrum */

2022-03-20T10:39:28Z

Scrum

← Older revision		Revision as of 10:39, 20 March 2022
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	Scrum can easily be incorporated into projects of all shapes and sizes as long as they are agile. Projects that are based on other methods will have a difficult time incorporating Scrum and executing it efficiently. It is also not suitable to use when the work is highly individual.		Scrum can easily be incorporated into projects of all shapes and sizes as long as they are agile. Projects that are based on other methods will have a difficult time incorporating Scrum and executing it efficiently. It is also not suitable to use when the work is highly individual.

	Example: An example of how Scrum works. Anna, the product owner, meets with the customer to discuss their needs. The needs represent the backlog. Afterwards, Anna chooses the most important tasks, which her team will work on in the first sprint. The team meets daily to discuss the day's target and roadblocks, which the scrum master works on removing. Once the sprint is concluded Anna delivers the work, checks the backlog and selects new tasks for the next sprint. The sprints continue until the project is concluded.		'''Example:'''
			An example of how Scrum works. Anna, the product owner, meets with the customer to discuss their needs. The needs represent the backlog. Afterwards, Anna chooses the most important tasks, which her team will work on in the first sprint. The team meets daily to discuss the day's target and roadblocks, which the scrum master works on removing. Once the sprint is concluded Anna delivers the work, checks the backlog and selects new tasks for the next sprint. The sprints continue until the project is concluded.

	==== Kanban ====		==== Kanban ====

S210770: /* Scrum */

2022-03-20T10:39:10Z

Scrum

← Older revision		Revision as of 10:39, 20 March 2022
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	Scrum can easily be incorporated into projects of all shapes and sizes as long as they are agile. Projects that are based on other methods will have a difficult time incorporating Scrum and executing it efficiently. It is also not suitable to use when the work is highly individual.		Scrum can easily be incorporated into projects of all shapes and sizes as long as they are agile. Projects that are based on other methods will have a difficult time incorporating Scrum and executing it efficiently. It is also not suitable to use when the work is highly individual.

			Example: An example of how Scrum works. Anna, the product owner, meets with the customer to discuss their needs. The needs represent the backlog. Afterwards, Anna chooses the most important tasks, which her team will work on in the first sprint. The team meets daily to discuss the day's target and roadblocks, which the scrum master works on removing. Once the sprint is concluded Anna delivers the work, checks the backlog and selects new tasks for the next sprint. The sprints continue until the project is concluded.

	==== Kanban ====		==== Kanban ====

← Older revision		Revision as of 11:17, 20 March 2022
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	The second meeting with the same group took place in Utah in 2001, where the birth of the Agile Manifesto took place. The Agile Manifesto consists of the four mentioned values <ref name="manifesto">Highsmith, J. (2001). Agile Manifesto. Retrieved from Agile Manifesto: https://agilemanifesto.org/</ref>:		The second meeting with the same group took place in Utah in 2001, where the birth of the Agile Manifesto took place. The Agile Manifesto consists of the four mentioned values <ref name="manifesto">Highsmith, J. (2001). Agile Manifesto. Retrieved from Agile Manifesto: https://agilemanifesto.org/</ref>:

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

	and of 12 main principles <ref name="manifesto" />:		and of 12 main principles <ref name="manifesto" />:

	# "Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.		# "Our highest priority is to satisfy the customer through early and continuous delivery of valuable software."
	# Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.		# "Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage."
	# Deliver working software frequently, from a couple of weeks to a couple of months, with a preference for the shorter timescale.		# "Deliver working software frequently, from a couple of weeks to a couple of months, with a preference for the shorter timescale."
	# Businesspeople and developers must work together daily throughout the project.		# "Businesspeople and developers must work together daily throughout the project."
	# Build projects around motivated individuals. Give them the environment and support they need and trust them to get the job done.		# "Build projects around motivated individuals. Give them the environment and support they need and trust them to get the job done."
	# The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.		# "The most efficient and effective method of conveying information to and within a development team is face-to-face conversation."
	# Working software is the primary measure of progress.		# "Working software is the primary measure of progress."
	# Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.		# "Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely."
	# Continuous attention to technical excellence and good design enhances agility.		# "Continuous attention to technical excellence and good design enhances agility."
	# Simplicity--the art of maximizing the amount of work not done--is essential.		# "Simplicity--the art of maximizing the amount of work not done--is essential."
	# The best architectures, requirements, and designs emerge from self-organizing teams.		# "The best architectures, requirements, and designs emerge from self-organizing teams."
	# At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly."		# "At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly."

	Since 2001 and the forming of the Agile Alliance by the software developers, agile has spread beyond the software industry and is nowadays a popular choice of management, whether that be organisational, team, project, program or portfolio management.		Since 2001 and the forming of the Agile Alliance by the software developers, agile has spread beyond the software industry and is nowadays a popular choice of management, whether that be organisational, team, project, program or portfolio management.

← Older revision		Revision as of 11:14, 20 March 2022
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	However, “agility” as a word representing the Agile Methodology can be better defined through the words of Dr. David F. Rico in Broad Introduction: Agile Methodologies <ref name="Rico">Rico, D. F. (2022). Broad Introduction: Agile Methodologies. Retrieved from Dave´s Lean & Agile Webpage: http://davidfrico.com/rico18l.pdf</ref>:		However, “agility” as a word representing the Agile Methodology can be better defined through the words of Dr. David F. Rico in Broad Introduction: Agile Methodologies <ref name="Rico">Rico, D. F. (2022). Broad Introduction: Agile Methodologies. Retrieved from Dave´s Lean & Agile Webpage: http://davidfrico.com/rico18l.pdf</ref>:

	* The ability to create and respond to change in order to profit in a turbulent global business environment		* "The ability to create and respond to change in order to profit in a turbulent global business environment
	* The ability to quickly reprioritize the use of resources when requirements, technology, and knowledge shift		* The ability to quickly reprioritize the use of resources when requirements, technology, and knowledge shift
	* A very fast response to sudden market changes and emerging threats by intensive customer interaction		* A very fast response to sudden market changes and emerging threats by intensive customer interaction
	* Use of evolutionary, incremental, and iterative delivery to converge on an optimal customer solution		* Use of evolutionary, incremental, and iterative delivery to converge on an optimal customer solution
	* Maximizing BUSINESS VALUE with right-sized, just enough, and just-in-time processes and documentation		* Maximizing BUSINESS VALUE with right-sized, just enough, and just-in-time processes and documentation"

	The origins of agile methods date back to the 90s when primarily in the software development industry and other industries such as aerospace, defence and manufacturing, the traditional methods were simply not suitable anymore when it came to timely product delivery (Agilemania, 2021). Companies and the developers within quickly started developing their own methodologies and mixing old with new. The new methods had a big focus on close collaboration, business value and self-organised teams. In this time methods such as Scrum, Extreme Programming, Feature Driven Development (FDD and Dynamic System Development Method (DSDM) were established and implemented AgileAlliance. <ref name="AA">(2022). Agile 101. Retrieved from Agile Alliance: https://www.agilealliance.org/agile101/</ref>.		The origins of agile methods date back to the 90s when primarily in the software development industry and other industries such as aerospace, defence and manufacturing, the traditional methods were simply not suitable anymore when it came to timely product delivery (Agilemania, 2021). Companies and the developers within quickly started developing their own methodologies and mixing old with new. The new methods had a big focus on close collaboration, business value and self-organised teams. In this time methods such as Scrum, Extreme Programming, Feature Driven Development (FDD and Dynamic System Development Method (DSDM) were established and implemented AgileAlliance. <ref name="AA">(2022). Agile 101. Retrieved from Agile Alliance: https://www.agilealliance.org/agile101/</ref>.
Line 25:		Line 25:
	The second meeting with the same group took place in Utah in 2001, where the birth of the Agile Manifesto took place. The Agile Manifesto consists of the four mentioned values <ref name="manifesto">Highsmith, J. (2001). Agile Manifesto. Retrieved from Agile Manifesto: https://agilemanifesto.org/</ref>:		The second meeting with the same group took place in Utah in 2001, where the birth of the Agile Manifesto took place. The Agile Manifesto consists of the four mentioned values <ref name="manifesto">Highsmith, J. (2001). Agile Manifesto. Retrieved from Agile Manifesto: https://agilemanifesto.org/</ref>:

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

	and of 12 main principles <ref name="manifesto" />:		and of 12 main principles <ref name="manifesto" />:

	# Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.		# "Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
	# Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.		# Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
	# Deliver working software frequently, from a couple of weeks to a couple of months, with a preference for the shorter timescale.		# Deliver working software frequently, from a couple of weeks to a couple of months, with a preference for the shorter timescale.
Line 43:		Line 43:
	# Simplicity--the art of maximizing the amount of work not done--is essential.		# Simplicity--the art of maximizing the amount of work not done--is essential.
	# The best architectures, requirements, and designs emerge from self-organizing teams.		# The best architectures, requirements, and designs emerge from self-organizing teams.
	# At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly.		# At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly."

	Since 2001 and the forming of the Agile Alliance by the software developers, agile has spread beyond the software industry and is nowadays a popular choice of management, whether that be organisational, team, project, program or portfolio management.		Since 2001 and the forming of the Agile Alliance by the software developers, agile has spread beyond the software industry and is nowadays a popular choice of management, whether that be organisational, team, project, program or portfolio management.