Getting started with Agile

Editor's Notes

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• #93: Balancing Agility and Discipline: A Guide for the Perplexed\n
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• #95: Balancing Agility and Discipline: A Guide for the Perplexed\n
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• #97: Balancing Agility and Discipline: A Guide for the Perplexed\n
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• #137: Vision: A general idea for the app (as opposed to a rigid set of requirements)\nProduct Backlog: A list of requirements, sorted by priority\nIteration Backlog: The top most item of the backlog, that fits in an iteration\nIteration: Were dev magic occurs. Typically lasts 2 weeks.\nCustomer participation is paramount!\nPSP: Potentially shippable product\nBack to product backlog, that can change, with the participation of the customer.\n
• #138: Vision: A general idea for the app (as opposed to a rigid set of requirements)\nProduct Backlog: A list of requirements, sorted by priority\nIteration Backlog: The top most item of the backlog, that fits in an iteration\nIteration: Were dev magic occurs. Typically lasts 2 weeks.\nCustomer participation is paramount!\nPSP: Potentially shippable product\nBack to product backlog, that can change, with the participation of the customer.\n
• #139: Vision: A general idea for the app (as opposed to a rigid set of requirements)\nProduct Backlog: A list of requirements, sorted by priority\nIteration Backlog: The top most item of the backlog, that fits in an iteration\nIteration: Were dev magic occurs. Typically lasts 2 weeks.\nCustomer participation is paramount!\nPSP: Potentially shippable product\nBack to product backlog, that can change, with the participation of the customer.\n
• #140: Vision: A general idea for the app (as opposed to a rigid set of requirements)\nProduct Backlog: A list of requirements, sorted by priority\nIteration Backlog: The top most item of the backlog, that fits in an iteration\nIteration: Were dev magic occurs. Typically lasts 2 weeks.\nCustomer participation is paramount!\nPSP: Potentially shippable product\nBack to product backlog, that can change, with the participation of the customer.\n
• #141: Vision: A general idea for the app (as opposed to a rigid set of requirements)\nProduct Backlog: A list of requirements, sorted by priority\nIteration Backlog: The top most item of the backlog, that fits in an iteration\nIteration: Were dev magic occurs. Typically lasts 2 weeks.\nCustomer participation is paramount!\nPSP: Potentially shippable product\nBack to product backlog, that can change, with the participation of the customer.\n
• #142: Vision: A general idea for the app (as opposed to a rigid set of requirements)\nProduct Backlog: A list of requirements, sorted by priority\nIteration Backlog: The top most item of the backlog, that fits in an iteration\nIteration: Were dev magic occurs. Typically lasts 2 weeks.\nCustomer participation is paramount!\nPSP: Potentially shippable product\nBack to product backlog, that can change, with the participation of the customer.\n
• #143: Vision: A general idea for the app (as opposed to a rigid set of requirements)\nProduct Backlog: A list of requirements, sorted by priority\nIteration Backlog: The top most item of the backlog, that fits in an iteration\nIteration: Were dev magic occurs. Typically lasts 2 weeks.\nCustomer participation is paramount!\nPSP: Potentially shippable product\nBack to product backlog, that can change, with the participation of the customer.\n
• #144: Vision: A general idea for the app (as opposed to a rigid set of requirements)\nProduct Backlog: A list of requirements, sorted by priority\nIteration Backlog: The top most item of the backlog, that fits in an iteration\nIteration: Were dev magic occurs. Typically lasts 2 weeks.\nCustomer participation is paramount!\nPSP: Potentially shippable product\nBack to product backlog, that can change, with the participation of the customer.\n
• #145: Vision: A general idea for the app (as opposed to a rigid set of requirements)\nProduct Backlog: A list of requirements, sorted by priority\nIteration Backlog: The top most item of the backlog, that fits in an iteration\nIteration: Were dev magic occurs. Typically lasts 2 weeks.\nCustomer participation is paramount!\nPSP: Potentially shippable product\nBack to product backlog, that can change, with the participation of the customer.\n
• #146: Vision: A general idea for the app (as opposed to a rigid set of requirements)\nProduct Backlog: A list of requirements, sorted by priority\nIteration Backlog: The top most item of the backlog, that fits in an iteration\nIteration: Were dev magic occurs. Typically lasts 2 weeks.\nCustomer participation is paramount!\nPSP: Potentially shippable product\nBack to product backlog, that can change, with the participation of the customer.\n
• #147: Vision: A general idea for the app (as opposed to a rigid set of requirements)\nProduct Backlog: A list of requirements, sorted by priority\nIteration Backlog: The top most item of the backlog, that fits in an iteration\nIteration: Were dev magic occurs. Typically lasts 2 weeks.\nCustomer participation is paramount!\nPSP: Potentially shippable product\nBack to product backlog, that can change, with the participation of the customer.\n
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• #168: Things that can impact the speed:\n- Team\n- Type of project (UI, code only, ...)\n\n
• #169: Things that can impact the speed:\n- Team\n- Type of project (UI, code only, ...)\n\n
• #170: Things that can impact the speed:\n- Team\n- Type of project (UI, code only, ...)\n\n
• #171: Things that can impact the speed:\n- Team\n- Type of project (UI, code only, ...)\n\n
• #172: Things that can impact the speed:\n- Team\n- Type of project (UI, code only, ...)\n\n
• #173: Things that can impact the speed:\n- Team\n- Type of project (UI, code only, ...)\n\n
• #174: Things that can impact the speed:\n- Team\n- Type of project (UI, code only, ...)\n\n
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• #182: - 60/60 rule\n- Book is from 2002. This is bigger with Agile.\n- There are some challenges here: Getting things into production; Getting user feedback; Technical debt; Upgrading processes\n- But let’s focus on bug fixing\n
• #183: - 60/60 rule\n- Book is from 2002. This is bigger with Agile.\n- There are some challenges here: Getting things into production; Getting user feedback; Technical debt; Upgrading processes\n- But let’s focus on bug fixing\n
• #184: - 60/60 rule\n- Book is from 2002. This is bigger with Agile.\n- There are some challenges here: Getting things into production; Getting user feedback; Technical debt; Upgrading processes\n- But let’s focus on bug fixing\n
• #185: - 60/60 rule\n- Book is from 2002. This is bigger with Agile.\n- There are some challenges here: Getting things into production; Getting user feedback; Technical debt; Upgrading processes\n- But let’s focus on bug fixing\n
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• #196: - Team must be able to change its processes\n- Team must be eager do deliver value\n- Team must have a frequent and honest communication with customer\n- Collaboration within and beyond the team. Meetings != Collaboration\n- Never give up on quality\n- Small steps to everything\n- Automate the repetitive, error-prone time consuming tasks\n
• #197: - Team must be able to change its processes\n- Team must be eager do deliver value\n- Team must have a frequent and honest communication with customer\n- Collaboration within and beyond the team. Meetings != Collaboration\n- Never give up on quality\n- Small steps to everything\n- Automate the repetitive, error-prone time consuming tasks\n
• #198: - Team must be able to change its processes\n- Team must be eager do deliver value\n- Team must have a frequent and honest communication with customer\n- Collaboration within and beyond the team. Meetings != Collaboration\n- Never give up on quality\n- Small steps to everything\n- Automate the repetitive, error-prone time consuming tasks\n
• #199: - Team must be able to change its processes\n- Team must be eager do deliver value\n- Team must have a frequent and honest communication with customer\n- Collaboration within and beyond the team. Meetings != Collaboration\n- Never give up on quality\n- Small steps to everything\n- Automate the repetitive, error-prone time consuming tasks\n
• #200: - Team must be able to change its processes\n- Team must be eager do deliver value\n- Team must have a frequent and honest communication with customer\n- Collaboration within and beyond the team. Meetings != Collaboration\n- Never give up on quality\n- Small steps to everything\n- Automate the repetitive, error-prone time consuming tasks\n
• #201: - Team must be able to change its processes\n- Team must be eager do deliver value\n- Team must have a frequent and honest communication with customer\n- Collaboration within and beyond the team. Meetings != Collaboration\n- Never give up on quality\n- Small steps to everything\n- Automate the repetitive, error-prone time consuming tasks\n
• #202: - Team must be able to change its processes\n- Team must be eager do deliver value\n- Team must have a frequent and honest communication with customer\n- Collaboration within and beyond the team. Meetings != Collaboration\n- Never give up on quality\n- Small steps to everything\n- Automate the repetitive, error-prone time consuming tasks\n
• #203: - Much of it depends on you!\n- On your commitment\n- On your efforts to learn more\n- On your pledge to improve the quality of your work\n- On your courage\n- Agile only works with great teams. Great teams only work with great people. That means you!\n
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