7 Reasons You Should Add Agile to Your Management Toolbox
explanatory Essay
1381 words
7 Reasons You Should Add Agile to Your Management Toolbox Whether you are a Vice President with $500 million in revenue responsibility, a Director in charge of multiple teams and deadlines, or a fledgling manager with a tiny budget and no direct reports, it is no longer possible to ignore the power of Agile. Many of you are probably aware that when it comes to product development, Agile offers benefits like increased collaboration, immediate feedback, shorter project timelines and increased management visibility. But did you know that Agile principles and practices can also improve your effectiveness as a day-to-day manger, and the performance of your departments as a whole? The fact is, Agile is not an IT methodology. It is a time-tested management tool that—quite surprisingly—replicates the way many managers already think, work, and intuitively manage people and projects. If you are considering adopting Agile practices at your organization, or just looking to incorporate a little Agile into your day-to-day management style, below are seven reasons why adding Agile to your management toolbox could be a very smart idea. Reason #1: Initiatives and Projects Can Be Started Almost Immediately It is well-documented within the traditional, five-step process of Initiate-Plan-Execute-Control-Close that up to 40% of any initiative’s allotted time is spent PRIOR to execution. Agile’s focus on delivering smaller pieces of value in shorter periods of time means planning is both iterative and significantly shorter on the front end. And with a continuous delivery of value in a shorter period of time, people quickly see real results from their work—meaning organizations can begin working on initiatives in a matter of weeks, as op... ... middle of paper ... ... working Agile into your thinking and your daily actions as a manager, a little at a time. And who knows—if Step 2 goes well, Step 3 could involve pursuing an Agile-related certification to demonstrate your knowledge of the practice, including the PMI-ACP (Agile Certified Practitioner) and the Certified ScrumMaster (CSM). In the meantime, good luck in your journey and please feel free to reach out if you have questions, comments, or an interesting story to share! Eric Rudolf is the COO and Executive Director of RMC Learning Solutions, one of the fastest-growing professional development and training firms in the country. He is responsible for product, e-Learning and live training development, as well as marketing, distribution and delivery of RMC training products and courses across the globe. Eric has an MBA in Marketing, and is a Certified ScrumMaster (CSM).
In this essay, the author
- Argues that agile's focus on delivering smaller pieces of value in shorter periods of time means planning is both iterative and significantly shorter on the front end.
- Explains how the culture of meetings has placed a virtual death grip on corporate america. agile has narrowed the type, frequency, and time-boxing daily status meetings to just 15 minutes.
- Explains how agile empowers employees and team members to deal with issues without escalation and come up with real solutions to problems.
- Argues that agile's focus on delivering smaller pieces of value in shorter periods of time means planning is both iterative and significantly shorter on the front end.
- Explains how the culture of meetings has placed a virtual death grip on corporate america. agile has narrowed the type, frequency, and time-boxing daily status meetings to just 15 minutes.
- Explains how agile empowers employees and team members to deal with issues without escalation and come up with real solutions to problems.
- Explains that agile can be a "set it and forget it" style of management. by allowing employees complete control over how they do their jobs, management can focus on what needs to be done and when.
- Explains that agile matches the way many managers of people, products and projects already think. agile techniques and principles like time boxing, definition of done, burndown charts, story points and relative estimating can be fun at the same time.
- Explains that agile is a time-tested management tool that mimics the way many managers think, work, and intuitively manage people and projects.
- Explains that managers are more effective when they know what their work means to the broader organization. agile makes sure everyone on the team, including stakeholders, smes, product owners, and marketing, always knows the vision.
- Explains that agile is not for the closed-minded or change-resistant manager, but it is a management tool that can drive productivity, increase buy-in and simplify management.
Harness the Power of AI to Boost Your Grades!
Haven't found what you were looking for? Talk to me, I can help!
Related
- explanatory
- comparative
- opinion
- analytical
- Wings And Legs Supply Chain Case Studyexplanatory essayHowever, instead of the lean approaches mainly making forecasts according to the EPOS data, the agile approach need to do more work. First of all, demand recording and forecasting. For instance the retailers should make records of the everyday demand and make forecasts of the future demand trend with the help of current demand data. By doing this, Promotions can be forehead noticed and the reaction speed can be improved. Secondly, the information system. The information system is the bridge between different upstream and downstream partners. Thus it is very important for the agility partners improve their information system to smooth the information transfer. For instance, electronic data interchange (EDI), radio frequency identification (RFID), and Distribution Requirements Planning (DRP) system are all good information systems for transferring the EPOS
In this essay, the author
- Explains that wings & legs can combine leanness and agility for high revenue share product types and agile strategy for manufacturing.
- Explains that product and market characteristics, and process and stock characteristics have strong influence in positioning the mdp. postponing both the packaging and labelling is the ideally best position.
- Explains that the information decoupling point (idp) is where forecast driven and market driven information flows meet.
- Explains that wings & legs can combine leanness and agility for high revenue share product types and agile strategy for manufacturing.
- Explains that product and market characteristics, and process and stock characteristics have strong influence in positioning the mdp. postponing both the packaging and labelling is the ideally best position.
- Explains that the information decoupling point (idp) is where forecast driven and market driven information flows meet.
- Explains that the esop data is passed through edi system from the retailer up to the poultry processor, and the information will be used by all players downstream of idp to control their operations.
- Opines that the agile approach should focus on demand recording and forecasting, and the information system, which is the bridge between different upstream and downstream partners.
- Explains the three ways to combine lean and leagile: the pareto rule, the customer order decoupling point, and agility.
- Explains that the material decoupling point (mdp) is located downstream of two customization processes, the packaging and labeling. this is the most traditional manufacturing approach for the food industry.
- Explains that by postponing the labelling process, the risk of relabeling for different customer is significantly reduced and the lead time is low. however, high remanufacturing cost remains the disadvantage point in this mdp position.
- Argues that setting up mdp upstream of the packaging process is the best approach. however, the serious fast perishability and high risk of contamination due to large batch storage of semi-finished meat product makes this approach unfeasible.
- Explains that moving the idp further upstream activates productions and operations, which leads to faster reaction speed, more accurate manufacture planning, and more dynamic improvement.
1621 wordsRead More - SWOT Analysis for Telerik´s Communication Systemexplanatory essayCustomer satisfaction is the important part in agile development and it is found by direct contact with the customers.
In this essay, the author
- Explains that the company has self-organizing team and uses groupware, emails, and blogs to communicate with customers.
- Opines that customer feedback is important because in this way the company not only found out problems but also gained better knowledge of what customer wanted and demands.
- Explains that customer satisfaction is the important part in agile development and it is found by direct contact with the customers.
- Explains that the company has self-organizing team and uses groupware, emails, and blogs to communicate with customers.
- Opines that customer feedback is important because in this way the company not only found out problems but also gained better knowledge of what customer wanted and demands.
- Explains that customer satisfaction is the important part in agile development and it is found by direct contact with the customers.
- Explains that the company's communication strength believes in improvement in the existing product and requirements for the new product.
- Explains that lack of managerial control over process and product under the agile method is also a problem.
- Explains that agile methods, such as active customer involvement, do not often work as such.
- Opines that customer is not able or willing to participate actively in the communication when needed. any mechanism becomes redundant.
- Opines that customer-oriented, face-to-face conversation is the best form of communication for customer satisfaction.
- Explains that customer communication can be solved by using different communication media like video/audio conferencing and whiteboard software. this recommendation aims to create a communication environment.
- Opines that a motivated workforce, hiring and assimilating talented people, can help bring the company to the next level.
- Explains that meeting growing capacity, it is not only about productivity but also necessary to fulfill growing demands.
- Opines that the major challenge of the company is to have more creative and flexible solutions than competitors and increased customer satisfaction.
- Explains the increase in product quality, productivity, and responsiveness to change and frequent delivery of product functionality.
- Opines that the production of new and innovative products with the growing demand is intended to remain among the top providers worldwide.
- Opines that the company needs to secure its top most position worldwide by fulfilling customers demand and satisfying them.
- Describes what changes will be necessary for telerik to successfully manage the company's future growth.
- Explains that telerik employees work in an informal, flexible, and open space. the atmosphere was informal and flexible.
- Explains that team members work together in an open plan office, it allows quick verbal communication between employees.
- Describes the scrum meetings held every morning between the developers in each team and product goals and objectives were discussed and problems encountered.
- Explains that the product team kept in very close contact with the customers through phones, email, blogs, surveys, polls and supporting feedback from the users.
- Explains pair programming, where two developers work on the same pc, while one typing and other offered advice. this improved programs productivity and decreased error.
- Explains that the developers take all the relevant information from the customers through email or over phone. this aim in customer satisfaction.
- Explains that team leaders were responsible for team performance and regular interactions were made with the team members.
- Explains how the work structure and physical design helped shape each team into one integrated and supportive unit.
- Explains that for better negotiation and communication, meetings were held between the team members and managers so that every employee could give their views and opinions.
872 wordsRead More - The Concept Of Agile Project Managementexplanatory essayThe concept of agile management enables the program to meet its needs and provides a value for business effectively and efficiently, unlike the traditional project management which was highly based
In this essay, the author
- Explains that the product owner has the responsibility of setting the goals and objectives of the project as well as handling the barter between schedule and scope.
- Explains that the scrum master leads the project team to prioritize tasks and assists to resolve challenges during the process.
- Explains that the team members are responsible for the execution of tasks, tracking and reporting on programs to provide transparency and support decisions to adjust team structures and technical directions.
- Explains that the product owner has the responsibility of setting the goals and objectives of the project as well as handling the barter between schedule and scope.
- Explains that the scrum master leads the project team to prioritize tasks and assists to resolve challenges during the process.
- Explains that the team members are responsible for the execution of tasks, tracking and reporting on programs to provide transparency and support decisions to adjust team structures and technical directions.
- Explains the basis of agile, which is to accommodate change as software related projects are constantly changing. if there was a change in market, the product could be easily updated.
- Explains that agile p.m enables the swift onward delivery of concept to the users and delivers something of value during every sprint.
- Explains that agile project management enables you to identify challenges early in the project life. the scope could easily be changed mid-project, this is impossible using traditional methods.
- Explains that agile is flexible in relation to scope unlike fixed budget projects. if a client realizes that there are some requirements no longer necessary, he could launch sooner and cost less.
- Explains that agile project management is an iterative process that integrates testing throughout the process. constant testing increases quality assurance and reduces the chances of failure.
- Explains that agile project management ensures immediate response to issues as they arise, saves time and resources, and aids project timely delivery. it is not suitable for organizations that tend to deliberate over issues for a long time.
- Explains that after each sprint, a shippable product is obtained and with each iteration, new features are added to the product which interprets to project growth.
- Explains that the ever-changing technological climate, market dynamics, and arduous integration of business and i.t., have proved stumbling blocks in managing complex programs and ultimately attaining desired results on time and on budget.
- Explains that agile project management is an iterative approach to the planning and monitoring of project processes.
766 wordsRead More - Waterfall Project Management Case Studycomparative essay1 Comparison of the waterfall and agile approach and its impact on the project success
In this essay, the author
- Compares the waterfall and agile approach and its impact on the project success.
- Explains that traditional waterfall project management has been used for many years, but projects based on waterfall methodologies often face a dilemma of time delay or over budget.
- Explains that agile is an incremental, iterative approach, in which customer collaboration plays a very important role.
- Compares the waterfall and agile approach and its impact on the project success.
- Explains that traditional waterfall project management has been used for many years, but projects based on waterfall methodologies often face a dilemma of time delay or over budget.
- Explains that agile is an incremental, iterative approach, in which customer collaboration plays a very important role.
- Explains that waterfall is a project management approach that sequence is in nature. it contrasts with agile which is an incremental, iterative approach.
- Explains that each project is unique, which means tailoring is necessary. agile is a set of methodologies that help the team think more effectively and work more efficiently.
- Explains that agile and waterfall come up with 12 principles. the principle of customer collaboration makes agile different from waterfall.
- Compares the success rate between the agile and the waterfall management processes based on the standish 2016 chaos report.
- Compares the leadership and team management approaches between agile and waterfall. the traditional waterfall command-and-control and plan-driven leadership approach has been criticised for its high project failure rate.
- Explains that the traditional one-way waterfall begins with an overall up-front project plan, and the following procedures must follow the original plan.
- Explains that citrix provides business software to a wide range of companies around the world. before 2012, only the up-front waterfall project management approach was used in the companies.
- Explains that a hybrid team was created to work in the same place. this facilitated communication between team members from two different teams and allowed the company to spend more time setting the strategy for the future.
1923 wordsRead More - Titleexplanatory essayBut reality is - as it always is - quite different. The first challenge lies in achieving a thorough and deep understanding of why Scrum (through it's empirical process control) works better for most projects than a planned approach. Without this understanding, it's easy to revert back to old behavior and familiar-but-ineffective approaches when the going gets tough. The second challenge lies in making Scrum work within the culture of an organization. Although Scrum is only a framework in which people can address complex problems, it espouses a great number of implicit values and norms on how a team should behave, communi...
In this essay, the author
- Explains that the official scrum guide by ken schwaber and jeff sutherland counts only 16 pages, leaving the reader with the impression that implementing the framework is easy.
- Explains that scrum is a framework in which people can address complex problems, but it espouses implicit values and norms on how teams should behave, communicate, work together and perceive their work.
- Explains that fine, hansen, and roggenhofer, titled from lean to lasting: making operational improvements stick. mckinsey quarterly.
- Explains that the official scrum guide by ken schwaber and jeff sutherland counts only 16 pages, leaving the reader with the impression that implementing the framework is easy.
- Explains that scrum is a framework in which people can address complex problems, but it espouses implicit values and norms on how teams should behave, communicate, work together and perceive their work.
- Explains that fine, hansen, and roggenhofer, titled from lean to lasting: making operational improvements stick. mckinsey quarterly.
- Explains dominik maximini's book on scrum and organizational culture, which is the first well-researched publication to provide answers in this important area.
576 wordsRead More - The Agile Project Management Officeopinion essayOn the other hand, agile methodology is considered as an alternative to traditional project management, especially in software development projects. Teams in agile methodology are cross functional, self-organizing and managing, and they work through incremental, iterative time frames called sprint in order to deliver products faster than those that used traditional practices. In addition, according to the IBM definition “ Agile is a methodology that reduces development cost and risk, improves quality and enhances your customers’ satisfaction by better meeting their needs and expectations” (IBM.com) . Thus, agile teams and the PMO share the same objectives of producing valuable products or services and leading the organization projects to be the successful.
In this essay, the author
- Introduces project management office (pmo) and agile method as highly reputable terms in many organizations, especially in it projects. the ultimate objective of the pmo is to gain the benefits that are derived from applying pm methods, practices and policies.
- Explains that agile methodology is considered as an alternative to traditional project management, especially in software development projects. agile teams work through incremental, iterative time frames called sprint to deliver products faster than those that used traditional practices.
- Explains that pmo and agile teams have different and cross purpose methods to achieve the enterprise goals, which causes a conflict between those teams' roles.
- Introduces project management office (pmo) and agile method as highly reputable terms in many organizations, especially in it projects. the ultimate objective of the pmo is to gain the benefits that are derived from applying pm methods, practices and policies.
- Explains that agile methodology is considered as an alternative to traditional project management, especially in software development projects. agile teams work through incremental, iterative time frames called sprint to deliver products faster than those that used traditional practices.
- Explains that pmo and agile teams have different and cross purpose methods to achieve the enterprise goals, which causes a conflict between those teams' roles.
- Explains that the economy evolves rapidly and competition forces companies to adopt new approaches to keep up with market changes. companies with long histories of successful pmo and project management practices may want to accelerate their project performance and adopt agile.
- Analyzes visitacion's article, "the pmo in an agile world: can't we all just get along?"
- Opines that the growing competition should encourage organizations to evolve their management profession and think differently to manage their business challenges.
- Argues that integrating the strengths of pmo and agile is a smart move that can accelerate the organization growth towards new level of profitability and achievement.
- Explains that adopting agile within pmo will impact three main stakeholders: development teams, project managers, and members.
- Argues that the project manager is stuck between the pmo requirements, and customer and development team needs.
- Opines that the organization should deal positively with the conflicts and difficulties that i mentioned in earlier.
- Opines that the organization should consider agile as a catalyst that can foster the overall project performance and profitability.
- Believes that agile methodology is the correct move to evolve project management practices. establishing agile under pmo coaching can eliminate the impediments that are holding the organization to achieve a new level of success.
- Explains that time and money are the driving factors when it relates to the prosperous practice of a pmo.
- Opines that establishing agile pmo will increase the organization opportunities to gain more benefits from those two approaches, which can accelerate organization growth toward new competitive levels.
- Explains that ibm what is agile? is an agile pmo, which transforms the organization from inwardly- facing to agile transformation partner and customer centric.
2089 wordsRead More - scrumexplanatory essayRetrospect & Adapt - Scrum is a flexible Agile development method that needs constant improvement and tweaking. Thus, Scrum can be termed as an iterative, incremental and flexible software development framework.
In this essay, the author
- Explains that the team prioritizes the user stories in the release backlog and estimates the amount of work to be done for each. larger user stories are broken down into manageable chunks.
- Explains that scrum is an iterative, incremental and flexible software development framework that needs constant improvement and tweaking.
- Explains that scrum is an analogy put forth in a 1986 study by takeuchi and nonaka, published in the harvard business review.
- Explains that the team prioritizes the user stories in the release backlog and estimates the amount of work to be done for each. larger user stories are broken down into manageable chunks.
- Explains that scrum is an iterative, incremental and flexible software development framework that needs constant improvement and tweaking.
- Explains that scrum is an analogy put forth in a 1986 study by takeuchi and nonaka, published in the harvard business review.
- Describes the roles of product owner, scrum master, and developers, testers, technical writers.
- Explains that story points don't indicate when the product can be shipped. sprints are short duration milestones that allow team to manage chunks of work items and get them in a ship-ready state.
- Describes the tools that can effectively capture the scrum essentials and help in team collaboration, communication, monitoring and tracking.
806 wordsRead More - Compare And Contrast Waterfall And Agilecomparative essayWhen comparing and contrasting waterfall and agile, they both use the same type of building blocks for the project: scope, cost, schedule and performance. They both also analyze, design, build, test, and deploy the requirement needed for the end result. The difference in these terms for each method is that when using waterfall for scope, cost, schedule, and performance, it sets the scope up front and then allows the cost, schedule, and performance to change depending on what is needed. An agile method will set the cost, schedule, and performance upfront and then have the scope vary, depending on what the company’s requests are after a working prototype. The waterfall is an iterative method meaning the next step cannot begin until the current one is completed. Once the current step is completed, it cannot be revised in anyway unless the project is scrapped and begin again. If the waterfall method is chosen, then the project team
In this essay, the author
- Compares and contrasts waterfall and agile. both use the same building blocks for the project: scope, cost, schedule, and performance. agile is the opposite of the waterfall method.
- Explains that waterfall and agile methodologies differ in the way they deal with the project. the customer does not get a working build during any of the steps.
- Explains that agile is geared more toward finding flaws in the system whereas the waterfall cannot. agile methods design systems that fail early so that the company can see if requirements are being met.
- Compares and contrasts waterfall and agile. both use the same building blocks for the project: scope, cost, schedule, and performance. agile is the opposite of the waterfall method.
- Explains that waterfall and agile methodologies differ in the way they deal with the project. the customer does not get a working build during any of the steps.
- Explains that agile is geared more toward finding flaws in the system whereas the waterfall cannot. agile methods design systems that fail early so that the company can see if requirements are being met.
- Explains that the waterfall method allows for testing every so often and a working design is delivered to the company for their review.
- Explains the differences between the two methodologies: the waterfall method has upfront planning and the software can be launched quickly. in the agile methodology, the customer can give feedback to adapt the project to the change.
- Explains that the agile method promotes modular partitioning, so different modules can be developed together as per the customer requirement. the waterfall method cannot be changed at any iteration, but has to wait until the final product is ready.
- Compares the agile and waterfall methods for error checking during development, while the waterfall method can only check for bugs after all development is completed.
- Explains the difference between waterfall and agile methodology, and how effective resources are being used.
- Explains that a project leader should choose the waterfall method if the project is simple or static, the scope is not expected to change, or the customer knows what they want in advance.
- Concludes that each method has its own pros and cons. the project team leader, along with the team, can decide which method to use.
- Explains that the waterfall method could be used if a bank knows upfront what they need to help them create reports.
- Explains how the agile method could be used by their company in a way more effective to help alleviate mistakes.
1825 wordsRead More - Agile Software Development Methodologiesanalytical essayCockburn, A. (2002). Agile Software development methods join the “would be” crowd. Cutter IT Journal , 6-12.
In this essay, the author
- Argues that agile software development methodologies are more effective than conventional methods because they are simple, iterative and incremental, resulting to efficacy in meeting changing customer requirements.
- Cites cockburn, a., "agile software development methods join the "would be" crowd."
- Explains that extreme programming is essential in improving software development projects in five key ways including communication, feedback, respect, courage, and communication.
- Argues that agile software development methodologies are more effective than conventional methods because they are simple, iterative and incremental, resulting to efficacy in meeting changing customer requirements.
- Cites cockburn, a., "agile software development methods join the "would be" crowd."
- Explains that extreme programming is essential in improving software development projects in five key ways including communication, feedback, respect, courage, and communication.
- Explains palmer, s., felsing, j. and schwaber, k. agile software development with scrum. upper saddle river, new jersey.
1636 wordsRead More - McDonald’s Innovative Project Failure: Case Studyexplanatory essaySchrodl, Holger and Wind, Stefan, "Adoption of SCRUM for Software Development Projects: An Exploratory Case Study from the ICT Industry" (2011). AMCIS 2011 Proceedings - All Submissions. Paper 256.
In this essay, the author
- Explains how mcdonald's started a project called "innovate" in 2001 to improve customer satisfaction and increase sales. the project covered 120 countries and 30,000 branches using intranet.
- Explains that the scope of the project was not well defined right from the very beginning.
- Opines that not involving the stakeholder in project would be beneficial for developing the system.
- Explains how mcdonald's started a project called "innovate" in 2001 to improve customer satisfaction and increase sales. the project covered 120 countries and 30,000 branches using intranet.
- Explains that the scope of the project was not well defined right from the very beginning.
- Opines that not involving the stakeholder in project would be beneficial for developing the system.
- Opines that it's important to have a qualified project manager with efficient skill set.
- Explains that system development methodologies are promoted as a means of improving the management and control of the software development process. there is little empirical evidence to support this assumption.
- Explains that many organizations today use different methodologies for each project. some organizations were not happy with the methods, others said that we are just ok.
- Explains that success and failure seem to have special significance on projects, especially on it related projects. the gloss of success is critical when the project is very large and expenditures are huge.
- Opines that computers and technology are lacking or behind, and system development and technological innovation produce an output that is not desired.
- Explains scrum as an iterative, incremental framework for project management often seen in agile software development, a type of software engineering.
- Explains that the real or perceived requirements of a project change drastically from the time the product is designed to when it is released. under most product development methods, all design is done at the beginning of the project.
- Explains that project management and developers underestimate the amount of time and resources a project will take, and how much functionality can be produced within those constraints.
- Explains that when management underestimates the time and cost needed to reach a certain level of quality, developers lie about how much progress has been made on the product, or face the indignation of the management.
- Explains that scrum has been successfully implemented by hundreds of different companies in many different fields, with outstanding results, but more than 70% of scrum implementations have failed to achieve their goals.
- Opines that none of these practices is new, but doing all the practices together in a disciplined way of getting all work done.
- Opines that managers should have done a better risk analysis as they were going out globally and introducing the thing within 21 countries.
- Opines that all the team should have been defined very properly and carefully, as experience would have mattered in this project.
- Opines that managers should have considered all the infrastructure and standardisation of the equipment. going across the global without any standardization is a poor approach.
- Opines managers should have considered technology in a deeper way and defined the definite scope of it.
- Opines that task division could have been better, as analysing and then giving it to right person is the most important duty a manager can do.
- Opines that managers should have considered getting feedback not only from their customers but also from employees or franchisees.
- Opines that the flow of information should have been better. top and bottom management didn't work together properly resulting in failure.
- Explains schrodl, holger, and wind, stefan's adoption of scrum for software development projects: an exploratory case study from the ict industry.
- Explains that to start a project, an organization should be looking at several things, such as defining the scope, and checking the abrupt market changes and current technology.
- Explains how innovate was designed to allow mcdonald's management to see how many billions of burger patties, buns, and chicken nuggets were being consumed at any or all stores.
- Explains that too much money was spent just to get good consultants and experts without realizing that cost of the project is increasing and output is nothing.
- Describes the impact systems development methodologies have on the success or failure of systems projects according to the literature.
- Explains that the systems development life cycle (sdlc) provides a template for the development process. it follows the traditional, phased approach with specific activities allocated to each phase.
- Explains that mcdonald's agile teams should work in a single open office, which facilitates communication and team collaboration. larger development efforts may require co-ordination of priorities across teams.
2220 wordsRead More - Scrum Essayexplanatory essayDescribe the agile method Scrum. Describe all the roles, eg. Product owner, scrum master, etc. (2 pages)
In this essay, the author
- Explains scrum as a framework for agile development. it's used most of the time during complex projects in software development, and it provokes communication between the members of teams.
- Explains that scrum is flexible, allowing the project to adapt whenever a new situation arises, which is essential in the fast-moving world of technology and software.
- Explains that the product owner is a key stakeholder in the project, and the task is delegated to the development team.
- Explains scrum as a framework for agile development. it's used most of the time during complex projects in software development, and it provokes communication between the members of teams.
- Explains that scrum is flexible, allowing the project to adapt whenever a new situation arises, which is essential in the fast-moving world of technology and software.
- Explains that the product owner is a key stakeholder in the project, and the task is delegated to the development team.
- Explains that the scrum team is usually composed of people with specialties in different areas, such as programmers, architects, analysts, qa’s, etc.
- Explains that a sprint planning meeting starts at the beginning of every iteration and the product owner decides which team will handle what sprint. scrum teams should take on realistic and reasonable amounts of work.
- Explains that the scrum master's job is to ensure the projects go as smoothly as possible. they also maintain the backlog and inform the product owner of their progress.
- Explains that agile scrum is like a well-oiled machine which operates neatly together. it is perfect for executing brief, fast-paced, and frequent workloads.
- Describes the advantages and disadvantages of using scrum for software development on distributed teams.
- Opines that scrum is a great concept that is simple and effective, but it doesn't work well in different locations. the reason for this is communication.
- Explains that scrum is a great way to save time and money if done correctly. the methodologies allow the development to be done fast.
- Explains that scrum is susceptible to scope creep, which increases the scope of the project. flexibility is also a double sided coin.
- Opines that scrum is more effective in a work environment where people must be there and are in frequent communication.
- Explains that scrum is relatively new and that what is being learned from agile software development could be applied to other kinds of projects.
- Explains that scrum is a very simple concept, in essence it is: plan, do, review, and act.
- Explains that every retail store has a store manager. they must envision the end result of what they want and communicate with everyone in the store.
- Explains that regular employees carry out the plan that was set out to them by the store manager. they could use this time to create "sprints" for the employees.
- Explains that floor managers are scrum masters, who make sure that we do not have any obstacles and improve productivity. they deal with irate customers, fix computers and registers when they are down.
- Explains scrum can be applied to many projects that involve teamwork. they describe the various types of software testing (unit, user, regression...), and the objectives of each.
- Explains that unit testing is a simple yet effective way to test out individual function and methods added by the other group members.
- Explains that regression testing is a test used to find bugs or defects in the code.
- Explains the goal of component testing is to test how a component interface will react in accordance with what it is specified to do.
- Explains that system testing focuses on testing the system and trying to break it. system testing is performed before and after a system is implemented.
- Explains the goal of a/b testing, which is to maximize the output of your code, by having two different versions of an element and having criteria to measure them against.
- Explains that white box testing is used to test the structural internals of the code.
- Explains that black box testing is used to test out the functionality of the application. it is done with the users in mind.
- Explains that the goal of alpha testing is to address the critical issues with the project and to find new bugs in the systems that were missed by previous tests.
- Explains that beta testing is used to improve the quality of the product and refine it to be ready for release.
- Explains integration testing is an extension of unit testing, where you test out each piece of code bit by bit to ensure that it works. integration testing tests the interface between two units.
- Explains the purpose of stress testing, which is to determine the stability of the software and to add robustness and error handling.
- Explains why it is important to be on a team that performs code reviews and why they are often neglected.
- Recommends working on a team that performs code review to increase the quality of the code.
- Opines that code reviews on a team are important because it is important to understand what your team members are working on.
- Opines that code review is neglected because developers are working on a time constraint and simply do not want to spend the time. every level of software development should review their code.
- Explains that the code review done by their team during the group project consisted of simple tests such as unit testing and black box testing.
3134 wordsRead More - Characteristics Of Agile Leadershipexplanatory essayAgile leaders help individuals to grow continuously and not encourage to bring new ideas. The Ideas that trigger positive change. But in order to foster structured change and create innovative organization, IT processes, roles and responsibilities, and quality management needs to be well understood and well defined, which helps improve IT governance performance. At the same time, agile leadership must device a continuous agile delivery across structural and architectural quality factors of the software. That quality delivery framework must check everything from security, robustness and performance in addition to functional aspects of the product. Compound all that with applications running in cloud. So agile leaders must design a fast paced, multifaceted testing environment that can keep up with a face paced agile software releases. So automation comes very handy in an agile testing organization. The right level of scale in a continuous integration environment is crucial to ensure that software quality is not compromised. A true leadership comes from simplicity and agility while a good IT decision making and governing process is in place. Leadership welcomes change and work as an enabler to focus on what is next. Leaders keep their eyes on the value for the business. Focus on what makes sense for the business
In this essay, the author
- Explains that agile leaders are created, cultivated, and people and talent innovation is evident in individual performance. agile leaders must design a fast-paced, multifaceted testing environment to ensure software quality is not compromised.
- Explains that building a testing center of excellence requires synergizing agile vision and test architectural vision. agile leaders create standardization across sprints and iterations, and acquire and capture knowledge across different business verticals.
- Explains that the underlying need for it differs in organizations and different industry verticals. agile leaders must ensure that it is in alignment with business strategy of the company.
- Explains that agile leaders are created, cultivated, and people and talent innovation is evident in individual performance. agile leaders must design a fast-paced, multifaceted testing environment to ensure software quality is not compromised.
- Explains that building a testing center of excellence requires synergizing agile vision and test architectural vision. agile leaders create standardization across sprints and iterations, and acquire and capture knowledge across different business verticals.
- Explains that the underlying need for it differs in organizations and different industry verticals. agile leaders must ensure that it is in alignment with business strategy of the company.
- Explains that architectural epics must be smartly designed to streamline and standardize software development processes and labor costs associated with agile iterations and sprints.
- Explains how to harness agility while being successful in it governance and leading a tcoe (testing center of excellence).
1834 wordsRead More - Overview of Agile Methodologyexplanatory essayAgile software development is a group of software development methods based on iterative and incremental development, where requirements and solutions evolve through collaboration between self-organizing, cross-functional teams. It promotes adaptive planning, evolutionary development and delivery, a time-boxed iterative approach, and encourages rapid and flexible response to change.
In this essay, the author
- Explains that agile development alerts developers before time that the requirements of the project are being misinterpreted.
- Explains that software size is easy to measure and it can also be measured through function point analysis. agile development is suitable for projects of small sizes where projects are completed in months, not years.
- Explains that the type of the customer or the end user is very important when it is concerned with types of end users. sequential models can be the best approach but agile method is good for unpredictable or technology ignorant customers.
- Explains that agile development alerts developers before time that the requirements of the project are being misinterpreted.
- Explains that software size is easy to measure and it can also be measured through function point analysis. agile development is suitable for projects of small sizes where projects are completed in months, not years.
- Explains that the type of the customer or the end user is very important when it is concerned with types of end users. sequential models can be the best approach but agile method is good for unpredictable or technology ignorant customers.
- Explains that agile development is best when the time of the project is short. iterations are done in short time and are then modified and improved over the passage of time.
- Explains that resources are important factors, which decide the success of the project. sequential approach will be good if resources allocated to the projects are sufficient otherwise iterative and incremental approach is good.
- Explains the importance of team collaboration and coordination in the selection of the methodology. if team is not fully integrated and close to each other, it is good to choose agile methodologies.
- Explains that extreme programming involves extensive programming efforts, trial and test scenarios, and unique features, which make it adaptable and success friendly.
- Explains that extreme programming emphasizes the importance of feedback when it comes to the development of software.
- Explains that agile software development is based on iterative and incremental development, where requirements and solutions evolve through collaboration between self-organizing, cross-functional teams.
- Explains that crystal methodology is the part of agile methodologies and emphasizes the importance of collaboration and coordination among team members.
1555 wordsRead More