Head First Agile A Brain-Friendly Guide To Agil... PATCHED
They then identified all current work related to those areas and decided how to convert the most innovative activities into 25 agile teams. Some existing work was curtailed; some was combined and reconfigured. All of it was coordinated using agile principles and practices to prioritize activities and develop flexible road maps. The product team, for example, first sequenced a list of products to develop and then sketched out scenarios for collaborating with third-party partners on each one.
Head First Agile A Brain-Friendly Guide to Agil...
Meanwhile, Johnson led the members of the leadership team in drafting an agile manifesto to guide their own behaviors. The document would serve as a kind of north star to help keep them on track and prevent backsliding in their interactions with the team.
Head First Agile is a brain-friendly guide to understanding agile concepts and ideas, which enables you to think about your projects in a better way so as to build better software. The book has two main goals: First and foremost, it gives you a clear idea of what agile is, as well how it helps you create better software and improve your software development team; Second, if you are just preparing for your coming PMI-ACP (Project Management Institute-Agile Certified Practitioner) certification exam. Then Head First Agile has everything you need to pass the exam: a complete exam study guide, exam tips, exam questions, and a full-length practice for PMI-ACP exam.
Head First Agile is useful and valuable for developers, project managers, and others who just want to prepare for passing the PMI-ACP certification exam. Especially for a software team that is considering agile or team members who are interested in agile software development and want to learn more about that, then this book is an absolutely rare first choice for beginners.
"respect, collaboration, ..., and the ablity to adapt to change". Any micromanaged company could claim to have such a mindset:- they respect people (they just ignore them respectfully),- they collaborate (they do a lot of meetings),- they have improvement and learning cycles (when the old experts retire, eventually the new ones might have better ideas),- they have pride in ownership (they congratulate each other when things don't crash too much anymore),- they focus on delivering value (the elder experts tell what must be done, so it must have a good value),- and they adapt to change (they modify their specifications once a year). To my mind, the best definitions are negative ones, i.e. defining what agile is not, like this one from James Coplien in his "Agile Fine-Tuning" talk: "Looking at the history of agile [...] we were doing agile in the 1950s and 1960s, and then all this crap came along, and what really agile is, is taking off all this crap that the managers put on, over the years