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Principles of Agile

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Contents

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Agile Fundamentals Online Learning
1
What is Agile?
PREVIEW6m 17s
2
Principles of Agile
PREVIEW6m 36s
5

The course is part of this learning path

Agile Fundamentals
course-steps 4 certification 3 description 1
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Principles of Agile
Overview
DifficultyBeginner
Duration26m
Students7

Description

Course Description 

This course introduces the basics of agile, including the agile mindset, values and principles. It also focusses on the history of agile, the importance of rich communication, an overview of some agile frameworks. This course is all about the what, why and when of agile.  

 

Learning Objectives 

The objectives of this course are to provide you with and understanding of: 

  • What agile is 
  • What the agile principles are 
  • What the history of agile is 
  • Why rich communication is so important 
  • Why agile is such a flexible way of working 
  • When agile working makes sense.  

 

Intended Audience 

This course is suitable for anyone with no prior knowledge of agile who is considering, evaluating or involved in a move towards working in (or with) an agile environment. 

 

Prerequisites of the Certifications 

There are no prerequisites for this course, however, participants should be familiar with the content and rationale in the agile manifesto (http://agilemanifesto.org/ ) 

 

Feedback 

We welcome all feedback and suggestions - please contact us at support@cloudacademy.com if you are unsure about where to start or if would like help getting started. 

Transcript

- Hi, everyone. Having four agile values to change the mindset of the team is great, but how do we work in a more agile way? In this video, we're gonna discuss the 12 Agile Principles which are based on the Manifesto and why they are so important. If you haven't read the Agile Manifesto yet, be sure to check out. You can find it in the resources or just by searching for online. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Have you ever worked in a project that only delivered a product or service to your customer after months, or even years of development, only to discover it doesn't really do everything you hope to it? Delivering a fantastic service or product can take a lot of time, but all the clients really care about is that they get that product or service as soon as possible and then delivers what they need. Deliver only what your client needs as quickly as possible, then incrementally add improvements to create more value for your customers. Welcome changing requirements, even late in development. Harness change for the customer's competitive advantage. For many people, change in requirements, especially late in development can create difficulties between them and their customers. We need to see change in requirement is a good thing, though. Imagine your customer has received a few increments of the product or service and has been using it, and discover something that could give them a competitive advantage. This discovery will very likely lead to change in requirements. In fact, change is almost always inevitable. If we plan for change in requirements, we can always deliver exactly what our customer needs. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. In the past, a product or service would be delivered after months or years of the requirements gathering, design, production and marketing. Working in an agile way means we need to get our product to our customers as soon as possible. We can alter it with every increment and continually update it, but we need to get it to them as soon as possible. Business people and developers must work together daily throughout the project. Collaboration is key to success for projects. We need to make sure that everyone involved in a project with their different roles and responsibilities are on the same page. The only way to do this is to work together. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. In agile environments, we need to give our most motivated people a space to shine by making sure they have the environment, funding, and trust of the organization. If our teams have this freedom to self-organize, and take the initiative to produce the product or deliver the service in the way they want to, they will deliver the best possible version of that thing. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. We need to try communicate face-to-face whenever possible, even if this is a video webcam. Written comms can be ambiguous and time-consuming to read and write. Working software is the primary measure of progress. Coming up with ideas, planning, designing, creating and delivering products or services are all part of development. But customers don't care about any of these things. They care about a working product or service that helps them to do they need to do. This means the best possible way to measure progress is by how much of the product or service is with our customers working and being used. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Just because agile processes help you deliver services or products to your customers in a more frequent basis doesn't mean that the team delivering it should be working overtime and weekends every week to do so. We should be able to consider a deliver value for our organization indefinitely. Continuous attention to technical excellence and good design enhances agility. Once we deliver the basics of our product or service to the customer, we need to make sure that every alteration gets better and better. Our customers want the core of the service or product, and that's why they bought it. But if using it feels bad or time-consuming or limiting, they may not keep on using it. Take on feedback and improve. Simplicity, the art of maximizing the amount of work not done, is essential. Curtailed are necessary work, and streamline our workforce. The more time that we have to focus on delivering a product or service to our customer, the more quickly we will be able to do so. This principle is not about doing less work. Instead, it's about doing the right work and cutting a work that isn't really adding value. The best architectures, requirements, and designs emerge from self-organizing teams. Self-organizing teams can take on work in the way they choose, dividing up responsibilities for the different tasks that need to be done to get the next alteration to the client. If we self-organize, we can create great products or services because we have the freedom to collaborate, experiment, share ideas and work however we want. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. As a project goes on, we'll learn new things about the requirement, and here we've been working. If we have regular meetings to discuss these, we can evolve as a team and improve the product. That's it for this video. On a last note, when you think about your team, do you think working in an agile way which help you to be more or less productive? Write down your answers and come back as you move through this course.

About the Author

Students76
Courses19
Learning paths3

Tony has over 20 years’ experience in Business Development, Business Change, Consulting and Project/Programme Management working with public, private and third sector organisations.

He has helped organisations to design and create process and procedures to align ways of working with corporate strategy. A highly motivated and detailed solution provider utilising a wide range of methods and frameworks to provide structure whilst promoting creativity and innovation.

As a confident and self-motivated professional with excellent communication skills Tony is able to bring people together and get them working as a team quickly.

Tony is an Agile and Scrum trainer with a vast knowledge spanning IT Systems, Business Change, Programme and Project Management. With excellent presentation skills and a solid background, he ensures that all clients gain maximum benefit from his training. He has successfully guided those new to the industry through their initial training, helped experienced staff as they progress in their careers and worked at Director level advising on best use and practice, as well as tailoring courses to fulfil the exact needs of clients.