background preloader

Principles behind the Agile Manifesto

Principles behind the Agile Manifesto
We follow these principles: 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. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business people and developers must work together daily throughout the project. Build projects around motivated individuals. 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. Agile processes promote sustainable development. Continuous attention to technical excellence and good design enhances agility. Simplicity--the art of maximizing the amount of work not done--is essential. The best architectures, requirements, and designs emerge from self-organizing teams.

Related:  Agile software development

Manifeste agile Un article de Wikipédia, l'encyclopédie libre. Le Manifeste agile est un texte rédigé par 17 experts du développement d'applications informatiques sous la forme de plusieurs méthodes dites agiles. Ces experts estimaient que le traditionnel cycle de développement en cascade ne correspondait plus aux contraintes et aux exigences des organisations en évolution rapide. Les méthodes agiles ne sont pas apparues avec l’Agile manifesto en 2001 mais celui-ci détermine leur commun dénominateur et consacre le terme d'« agile » pour les référencer. Les valeurs et principes du Manifeste agile sont défendus par l'Agile Alliance. Introduction[modifier | modifier le code]

Agile software development Agile software development is a set of principles for software development in which requirements and solutions evolve through collaboration between self-organizing,[1] cross-functional teams. It promotes adaptive planning, evolutionary development, early delivery, and continuous improvement, and it encourages rapid and flexible response to change.[2] Agile itself has never defined any specific methods to achieve this, but many have grown up as a result and have been recognized as being 'Agile'. The Manifesto for Agile Software Development,[3] also known as the Agile Manifesto, was first proclaimed in 2001, after "agile methodology" was originally introduced in the late 1980s and early 1990s. The manifesto came out of the DSDM Consortium in 1994, although its roots go back to the mid 1980s at DuPont and texts by James Martin[4] and James Kerr et al.[5] History[edit] Incremental software development methods trace back to 1957.[6] In 1974, E.

User Stories and User Story Examples by Mike Cohn What is a user story? User stories are short, simple descriptions of a feature told from the perspective of the person who desires the new capability, usually a user or customer of the system. They typically follow a simple template: As a < type of user >, I want < some goal > so that < some reason >. User stories are often written on index cards or sticky notes, stored in a shoe box, and arranged on walls or tables to facilitate planning and discussion. Kanban et Scrum - tirer le meilleur des deux Ce livre fait partie de la collection de livres InfoQ "Enterprise Software Development". Avec ce livre, vous apprendrez ce qu'est Kanban, ses forces et ses limites, et quand l'utiliser. Vous apprendrez également comment Kanban peut améliorer Scrum, ou tout autre outil que vous utilisez, et à quel moment c'est possible.

Agile Principles and Values, by Jeff Sutherland Individuals and interactions are essential to high-performing teams. Studies of "communication saturation" during one project showed that, when no communication problems exist, teams can perform 50 times better than the industry average. To facilitate communication, agile methodologies rely on frequent inspect-and-adapt cycles. These cycles can range from every few minutes with pair programming, to every few hours with continuous integration, to every day with a daily standup meeting, to every iteration with a review and retrospective.

Mike Cohn Mike Cohn, 2013 He has served as Vice President of Development at four different companies that successfully employed agile concepts and strategies and been a technology executive in companies of various sizes, from start-up to Fortune 40. Cohn is the author of Agile Estimating and Planning, User Stories Applied for Agile Software Development and Succeeding with Agile: Software Development using Scrum, as well as books on Java and C++ programming[4] and articles for Better Software, IEEE Computer, Software Test and Quality Engineering, Agile Times, Cutter IT Journal, and the C++ Users' Journal. He is also the editor of the Addison-Wesley Mike Cohn Signature Series of books.

Agile Software Is A Cop-Out; Here’s What’s Next Never has a new trend annoyed me as much as Agile. Right from the get-go, the Agile Manifesto revealed the weaknesses and immaturity of the founding principles. The two most disturbing: “Working software is the primary measure of progress” and “Business people and developers must work together daily throughout the project.” These are cop-outs because: Using “working software as the measure of progress” is narcissistic.

Visualizing Agile Projects using Kanban Boards In Agile projects, it's a common practice to visualize and share project status in “big visible charts” on a wall of the project room. Lean systems also use such devices. "Kanban," in Japanese means, loosely translated, 'card or sign'. In a Lean production system, Kanban is a method which uses standard units or lot sizes with a single card attached to each.