Before "Agile Menifesto", software development was not easy and fast at all. As a result, a number of projects were canceled, others changed at hand so that they ceased to fulfill their original purpose. The Agile Manifest laid the foundation for 12 principles of agile software development.
The most effective and efficient way to communicate information to the development team from the outside and inside is personal conversation.
We build projects around motivated individuals. We create an environment for them, we support their needs and we trust them to do a good job.
We welcome changes in requirements, even in the later stages of development. Agile processes support changes leading to increased customer competitiveness.
The highest priority is to satisfy the customer with timely and continuous delivery of valuable software.
The team regularly thinks about how to become more effective, and then corrects and adjusts its behavior and habits.
Agile processes support sustainable development. Sponsors, developers and users should be able to keep up the pace.
We supply working software at intervals of weeks to months, with a preference for shorter periods.
Agility is enhanced by the constant attention paid to technical excellence and good design.
Business and development people have to work together daily throughout the project.
The best architectures, requirements and designs will come from self-organizing teams.
The main measure of progress is working software.
Simplicity - The art of maximizing the amount of work done is key.
Managers are responsible for the development of individuals and teams. This is despite the fact that the role of ScrumMaster or Product-Owner is responsible for creating manuals, consulting or coaching. Their perspective is always limited to one product or service. Management from a strategic point of view is always in the hands of the manager.
Ensuring finances and the necessary time for training or conferences for your team, challenges in the form of interesting projects, personal motivation and involvement in professional communities - this is also an integral part of the manager.
But beware! The manager will no longer distribute tasks to individual team members. Proactive assumption of responsibility for performing partial tasks is a fundamental aspect of the self-organized Scrum team. An agile approach to project management requires a change in managerial habits.
As a member of the team, the main priority is to meet the goals in the implemented Sprints. The analyst also assists in product testing and should be able to answer questions focused on product specifications and benefits in regular Sprint meetings.
These regular activities usually do not neutralize the Business Analytics time to 100%, leaving time for the activities that this role requires (especially the point of transforming visions and strategies into specifications).
Whether you decide to make a comprehensive transition to agile management or test it on a smaller project, the Agile Consultant is the one who will spread this vision to all stakeholders on the first agile project.
The consultant must be resistant to disagreements with agile philosophy across the organization. Their goal is to listen and positively influence opinions so that the Scrum methodology is adopted.
Presentation of the basics of Scrum, as well as the transition to a new management system, new roles and competencies, perception of current and future requirements for product development are other prerequisites for a successful Agile consultant.
ScrumMaster is expected to encourage the team to collaborate rather than manage it hierarchically. Its goal is to provide other members with their knowledge, rather than looking for answers.
Perhaps the best way to test Team Leader's assumptions for the ScrumMaster position is how he will work. Here it is necessary to realize that the Scrum team is self-organized. The head of the technical department has no role or role here.
They will never be a separate unit, but on the contrary - developers must be actively involved in the design and specification of requirements. They must be able to comment on proposals, comment on their form, etc. This can be a problem for some of them. Get ready for it. Especially if until then they had worked in a closed community and lived on "their planet"
In addition to communicating with others and commenting on changes, agile development management practices will be new to developers. They must be sufficiently and clearly identified with their role, because they take their share of responsibility in the Scrum team.
One of the main activities of a Product Owner is to build, manage and prioritize items in the Product Backlog. It does not matter the size of the project, whether he does this activity only for himself or for a wider team. The only thing here here is that it will happen.
While new requests and queries are being created in the Backlog, the Product Owner adds explanations and more detailed information to this database to the extent that all queries are sufficiently explained. A good manager answers questions in person, solves whether there are any problems in communication, helps not only solve problems and also look for alternative solutions.
It is thus fully in the competence of the Tester to communicate with others, ask questions and look for inconsistencies. This transition to proactive testing is also one of the hallmarks of Scrum®team. Testers, forget that you will wait for someone to give you a list of functional ones to test. Think about what the product should address, how it should work and get to work!
Are you a management type and can you overcome old habits (eg delegating tasks or making decisions for a team) ...? Then ScrumMaster is the perfect role for you. As part of the transformation to agile management, existing project managers are best placed on this new role.
More professionally experienced project managers tend to have a perfect overview of the real needs of their customers. He will best apply his business experience as a Product Owner.
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