Agile Methodology Quotes

when agile projects fail, it’s often because of cultural and philosophical differences between waterfall and agile methodologies.

Agile Manifesto.” It declared the following values: people over processes; products that actually work over documenting what that product is supposed to do; collaborating with customers over negotiating with them; and responding to change over following a plan. Scrum is the framework I built to put those values into practice. There is no methodology.

Agility is more attitude than process, more environment than methodology.

Agile is not just a methodology, but a set of principles and philosophy.

Good agile project managers and teams don’t focus on mistakes — or on who did them, or on how many times they were done.

stress can be a real monster you have to vanquish from your team. And one of the main ways to do this is by ensuring that you plan your project in a very sustainable way, from the very beginning.

Your goal is to build the kind of environment and work atmosphere that will make people actually want to work on their own, without feeling the threat of punishment if they have a bad day and without feeling constantly pressured by the stressed expressions of their bosses.

We’ve lost our way” is how another manifesto author, Andrew Hunt, put it in a 2015 essay titled “The Failure of Agile.” Hunt tells me the word agile has become “meaningless at best,” having been hijacked by “scads of vocal agile zealots” who had no idea what they were talking about. Agile has split into various camps and methodologies, with names like Large-Scale Scrum (LeSS) and Disciplined Agile Delivery (DAD). The worst flavor, Hunt tells me, is Scaled Agile Framework, or SAFe, which he and some other original manifesto authors jokingly call Shitty Agile for Enterprise. “It’s a disaster,” Hunt tells me. “I have a few consultant friends who are making big bucks cleaning up failed SAFe implementations.” SAFe is the hellspawn brainchild of a company called Scaled Agile Inc., a bunch of mad scientists whose approach consists of a nightmare world of rules and charts and configurations. SAFe itself comes in multiple configurations, which you can find on the Scaled Agile website. Each one is an abomination of corporate complexity and Rube Goldberg-esque interdependencies.

Agile Methodology: Learn from how terror networks work. AGILE methodology is about being able to iterate and reiterate till you get it right. You are always at the start and the end at the same time till the launch. You are more nimble than the waterfall method and more resourceful than the lean method.

When I started exploring what flag I should plant back in 2009, there was a confluence of events in the works. The business world was increasingly using a methodology called Agile as its preferred product-development process while, at the same time, digital design was becoming increasingly important. Technology was rapidly evolving, and design was becoming a key differentiating factor for success—this was just a couple of years after the introduction of the iPhone. Companies were struggling to figure out how to integrate these two trends successfully, which created an opportunity for me—no one had solved this problem. This is where I decided to plant my flag—because I had the expertise, the opportunity, a real problem to solve that many people were dealing with, and the credibility to speak to it. I decided to work on solving this challenge and to bring everyone willing along with me on my journey. My teams and I started experimenting, trying different ways of working. We often failed, but as we were going through our ups and downs, I was sharing—publicly writing and giving talks about—what we were trying to do. Turned out I wasn’t the only one struggling with this issue. The more I wrote and the more I presented, the more widely I became known out in the world as someone who was not only working to solve this issue, but who was a source of ideas, honesty, and inspiration. So, when I left TheLadders, I had already planted my flag. I had found the thing I wanted to be known for and the work I was passionate about. A quick word of warning… Success on this path is a double-edged sword and you should approach this process with eyes open. The flag you plant today may very well be with you for the rest of your life—especially if you build widespread credibility on the topic. It’s going to follow you wherever you go and define you. No matter what else I do out in the world, I will forever be Jeff Gothelf—the Lean UX guy.

Do the right thing at the right time.

Elicitation is an art of extraction of information.

Brainstorming is to aim for alternatives.

Brainstorming is not about HOW; but How-To-Wow.

Tougher the project; Agiler the approach.

Agile; a little fragile; handle with care.

The Agile project manager plays a crucial role in ensuring the successful delivery of projects using Agile methodologies. They act as facilitators, coaches, and leaders, guiding the team through the iterative development process. Here are some key responsibilities of an Agile project manager: Orchestrating the project's lifecycle: This involves planning and breakdown of work into sprints, facilitating ceremonies like daily stand-ups, sprint planning, and retrospectives, and ensuring the project progresses smoothly towards its goals. Promoting collaboration and communication: Agile thrives on open communication and collaboration. The project manager fosters an environment where team members feel comfortable sharing ideas, concerns, and updates. They actively remove roadblocks and ensure everyone is aligned with the project vision and goals. Empowering the team: Agile teams are self-organizing and empowered to make decisions. The project manager provides guidance and support but avoids micromanaging. They trust the team's expertise and encourage them to take ownership of their work. Stakeholder management: The project manager acts as a bridge between the development team and stakeholders, including clients, sponsors, and other interested parties. They keep stakeholders informed of project progress, manage expectations, and address their concerns. Continuous improvement: Agile is an iterative process that emphasizes continuous improvement. The project manager actively seeks feedback from team members and stakeholders, analyzes project data, and identifies areas for improvement. They implement changes to the process and tools to enhance efficiency and effectiveness. Overall, the Agile project manager plays a vital role in driving successful project delivery through Agile methodologies. They wear multiple hats, acting as facilitators, coaches, leaders, and problem-solvers, ensuring the team has the resources, support, and environment they need to thrive.

Agilibo’s platform offers businesses a range of agile tools to support team collaboration and performance. Our software includes features like Kanban boards and continuous feedback, enabling teams to implement agile methodologies and improve efficiency. With Agilibo, companies can adapt to changing demands and drive faster, more effective results in a competitive market.

The Agile methodology, as it came to be known, emphasized collaboration, frequent testing, rapid iteration, and pushing decision making to whoever was closest to a problem.

At the end of the day, your customers don’t care whether you practice Agile, Lean, or Design Thinking. They care about great products and services that solve meaningful problems for them in effective ways. The more you can focus your teams on satisfying customer needs, collaborating to create compelling experiences, and incentivizing them to continuously improve, it won’t matter which methodology they employ. Their process will simply be better.

By seeing problems as they occur and swarming them until effective countermeasures are in place, we continually shorten and amplify our feedback loops, a core tenet of virtually all modern process improvement methodologies. This maximizes the opportunities for our organization to learn and improve.

(Lindvall , et al. 2002, 197) Waterfall and spiral methodologies are plan-driven methods (also referred to as traditional methodologies.)

Agile methodologies are based on the philosophy of empirical process control, which is a continuous cycle of inspecting the process for correct output and operations and adapting the process as needed.

Instead of coming up with a BIG plan and hoping nothing unexpected happens, Agile allows you to change a project’s direction on the go. The Agile approach consists of many overlapping methodologies and Kanban is one of them. Let’s

If you want people to take your advice, you need to solve more problems than you create.

Tools for surveying We often use whichever survey tools our clients use. Popular options include SurveyMonkey, Google Forms (which has few features, but is agile), Survey Gizmo, Medallia Digital, Survey Anyplace (specifically for mobile), Wufoo, Clicktools, Polldaddy, Typeform, and Uservoice

–​Don’t contract it out to a large consulting firm to expediently transform your organization or to implement new methodologies or practices for you. Your teams will feel that these methodologies (Lean, Agile, whatever) are being done to them.

Some web development organizations, particularly those following Agile development methodologies, don’t like this advice. “You Ain’t Gonna Need It,” they say, quoting the YAGNI principle of waiting until you definitely need a feature or plan before starting to work on it. “Who knows if we’ll ever get attacked? Working on a plan now could end up just being wasted time. We’ll deal with this issue if it ever happens.” That’s fine—if you don’t mind getting your team together for an ad-hoc scrum meeting at 3:00 A.M. on Christmas morning.

Led product team of ten engineers and revamped engineering processes, implementing weekly code sprints, agile methodologies, and code reviews.

Agile has become the salt and pepper for the world of projects.

Being Agile; piece by piece, step by step.

To keep growing; keep evolving.

Evolution is the only constant.

Agile means to progress, with speed and ease.

Agile is to continue delivering, with quality; ASAP and AEAP; as soon as possible; as easily as possible.

For GAME OF PROJECTS, Agile is the play-book.

Methodology is to an approach what vehicle is to a journey.

Agile is; not a methodology, but an approach.

Agile ponders, on people and tractions; than processes and systems.

Agile, like a leader, aims at people-first approach; putting people above things.

Agile invention is carbon dated; discovered of late.

Agile, ubiquitous since ages; coined of late.

If project is in question; Agile is the answer.

While enroute to project journey, the only question arises is: which methodology; the approach is pre-decided; Agile.

To make best of Agile; find a framework, customize it.

Choosing an Agile framework is same as cooking same cuisine with same recipe and ingredients using available equipments but by a different method.

Being Agile is to take that first of many steps.

Best way to be Agile is; go Agile, step-by-step.

Scrum refers to; orderly crowd or disorganized team.

Scrum is like a roundtable; with agenda, followed by minutes.

In a scrum team, no one is boss but a partner, for the success of a project.

Every role in a scrum team is either a producer or a consumer, within.

Scrum, in simple terms is managing a TO-DO list.

Scrum is about plotting your TO-DOs in calendar and ticking them off.

Synonyms for Scrum Ceremonies are what, when, who, how, why.

Scrum is either of two types, understanding what is required, or telling what is delivered.

Elicitation is to gather the information, together.

We are all in the business of hospitality.

People, not methodologies or tools, make projects successful.

Most literature on the subject of agile methodology... is written from the viewpoint of software developers and programmers, and tends to place its main emphasis on programming techniques and agile project management—testing is usually only mentioned in the guise of unit testing and its associated tools. ...However, unit tests alone are not sufficient and broader-based testing is critical to the success of agile development processes.

People are what make companies agile, not approaches, methodologies or tools.

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