Agile is defined as 'Having the capacity to embrace change.' Sounds a lot like Self-Efficacy. Self-Efficacy is defined as 'the ability to create a desired change.'
It's a process of iterative planning, continuous testing, dynamically changing requirements, iterative managing & development - which results in the ability for collaboration and a better final product.
This is essentially the way I write.
My writing is an iterative process. Meaning I don't really know where I am going with a particular piece until I start writing it. The sentence that follows this one is part of a continuous waterfall.
If you were software, what would be written on the back of the box (the programs features, benefits, system requirements, and limitations?)
As the world changes, do you (aka your software) get updated to meet the latest requirements?
For this reason, we are perpetually in beta mode, just like most of the software we use. this is because requirements continually change, and software development is never done because the needs of users are always going to be evolving. This is called progress.
From the Agile Manifesto: Working software is the primary measure of progress.
Can we see ourselves, and the various expressions (coding, writing, music, speaking, communicating) of ourselves, as individuals within a larger system? If we do, we understand that continuous change is constant. And if it feels like the pace of change is accelerating, it's only because the world is more connected that ever before.
Rather than change orders being a non-negotiable element, can you use them to produce a better product? YES.
Lack of an agile discipline will result in substandard results, and dissatisfied users (family, friends, readers, clients, customers, etc.).
The agile model is fluid and geared to deliver high quality specific features over short development cycles defined by 1-4 week sprints. I routinely run 10-day bursts which I call sprints.
The agile project management model.
The SCRUM methodology.
The ability to innovate on the go (building the car while it's driving down the road).
Accountability and iterations.
In an agile model, there is no specific owner (in charge of the whole development process or singly accountable) which is tied to the success or the failure of the project. But rather, the end result is co-owned and the success or failure falls on all stakeholders. Could you imagine if communities or entire countries had this mindset rather than shouldering the responsibility and ownership on our so-called leaders.
The process is dynamic in nature: project scope, cost, personnel, quality, risk, and requirements.
Activities (punchlist items) are tracked on a daily basis and shared with all stakeholders. Doing so creates a team atmosphere where all members truly feel a sense of belonging to the project, are encouraged to give input and feedback with the intention of improving the end result.
Since the process is iterative in nature, agile results in a product that is continuously evolving. A result is improved communication between the creator (zoom out) and the creative team (zoom in).
Iterative tools are better at accommodating ongoing changing author and reader requests.
The focus on the 10-day sprint creates deadlines that drive action.
The 10 day sprint template is used and the clock provides a constant 'sense of urgency' reminder.
This aims to address some of the fundamental issues that ultimately become obstacles to progress:
"While there is value in the items on the right, we value the items on the left more."
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. Give them the environment and support they need, and trust them to get the job done.
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. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
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 behavior accordingly.
Agile Conversations, written by Douglas Squirrel and Jeffrey Fredrick, explores the importance of communication in agile teams and how to improve it.
The authors argue that agile methods such as Scrum and Kanban emphasize communication and collaboration, but the quality of these conversations can make or break the success of the team.
The book is divided into three parts.
The first part discusses the importance of conversations and introduces the Agile Conversations framework, which provides a structure for effective communication.
The second part focuses on how to have difficult conversations, such as giving feedback and addressing conflicts. The authors provide practical tips and examples for handling these conversations in a way that fosters learning and growth.
The final part of the book delves into team dynamics and how to create a culture of trust and psychological safety.
Throughout the book, the authors emphasize the importance of active listening and empathy, and provide tools for improving these skills. They also stress the need for clarity and alignment in conversations, and provide techniques for achieving these goals.
Overall, Agile Conversations is a practical and insightful guide for anyone working in an agile team. It emphasizes the importance of communication and provides concrete tools for improving it, making it a valuable resource for anyone looking to improve their team's effectiveness.