Agile Manifesto

Individuals and interactions over processes and tools

ideas between individuals will help create better solutions for clients

reality changed: bring your whole self to work

tooling is secondary

what is important is that people can work together well

teams vs group

both go hand in-hand

team creates and adjusts the process to help it to work better

Working software over comprehensive documentation

context

documentation was too complicated before starting to code

people thought that analysis must be done 100% before work begins

the right amount of documentation where needed, when needed

focus on value

customers pay for working products, not for documentation

we have to have balance

good documentation can help to avoid re-learning

understanding the why helps to create the right product

Customer collaboration over contract negotiation

list of requirements over discussion with stakeholders to understand requirements

what if you discover a better way

enable collaboration

contracts do not replace communication

it's good to discuss reqirements

find better ways

involve customer more during the process

involve customer in the process

e.g. provide a prototype to discover requirements

visuals can help understand requirements better

mockups that we can show and give feedback

not a zero sum game

Responding to change over following a plan

reactif rapidement selon les besoins du client qui changent tout le temps

travailler sur des taches qui ne sont plus important

The VUCA World

Volatile

Uncertain

Complex

Ambiguous

focus on value

OODA Loop

Observe

Orient

Decide

Act

Our highest priority is to satisfy the customer through early and continuous delivery of valuable software

comments

dissect

Our

agile team

highest priority

satisfy

DoD

customer

PO

user of product

personas

early delivery

rapid feedback

continuous delivery

maintain relationship

valuable software

prioritize

Deliver early and often to satisfy the customer

Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

discussion

Sprint Reviews with guests allow to pivot

development processes must be flexible to change direction

get feedback form customers

welcoming change requires modern dev techniques

e.g.

automated testing

agility

LRM

Welcome changing requirements

Deliver working software frequently, from a couple of weeks to a couple of months, with a preference for shorter scale

dissect

Deliver

have something finished

working software

plus besoin de travailler

on ne le saura pas jusqu'au c'est deploye

mettre en production ce que l'on fait

quality

tangible

frequently

feedback

couple of weeks

easy to adjust

easy to experiment

OODA loop

observe orient decide act

Deliver working software frequently

Business people and developers must work together daily throughout the duration of the project

business people

stakeholders

clients

students

BA and PO

translate from/to the business language

developers

everyone involved in development of the product

work together

savoir la direction a prendre

avoid feature factory

break silos

daily

good communication allows to manage threats and opportunities

duration of the projects

Business people and developers must work together

Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

Trust motivated individuals to do their jobs

The most efficient and effective way of conveying information to and within a development team is face-to-face conversation

Face-to-face conversation is the most efficient and effective method of conveying information

Working software is the primary measure of progress

Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain constant pace indefinitely.

Maintain a sustainable pace

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

At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly

Reflect and adjust at regular intervals