2. Manifesto for Agile Software Development
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
3. Principles behind the Agile Manifesto
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.
We follow these principles:
6. Sprints
A sprint (or iteration) is the basic unit of development in Scrum.
The sprint is a "timeboxed" effort; that is, it is restricted to a specific
duration.
The duration is fixed in advance for each sprint and is normally
between one week and one month, although two weeks is typical.
11. Development Team
The Development Team is responsible for
delivering potentially shippable increments
(PSIs) of product at the end of each Sprint
(the Sprint Goal).
12. Scrum Master
Scrum is facilitated by a Scrum Master, who is
accountable for removing impediments to the
ability of the team to deliver the product
goals and deliverables.
13. Sprint planning meeting
•At the beginning of the sprint cycle (every 7–30
days), a "Sprint planning meeting" is held:[11]
•Select what work is to be done
•Prepare the Sprint Backlog that details the time
it will take to do that work, with the entire team
•Identify and communicate how much of the
work is likely to be done during the current
sprint
14. Daily Scrum meeting
During the meeting, each team member answers three questions:
1. What have you done since yesterday?
2. What are you planning to do today?
3. Any impediments/stumbling blocks?
Any impediment/stumbling block identified in this meeting is
documented by the Scrum Master and worked towards resolution
outside of this meeting. No detailed discussions shall happen in this
meeting.
15. End meetings
• At the Sprint Review Meeting:
• Review the work that was completed and the planned work that
was not completed
• Present the completed work to the stakeholders (a.k.a. "the demo")
• Incomplete work cannot be demonstrated
• At the Sprint Retrospective:
• All team members reflect on the past sprint
• Make continuous process improvements
• Two main questions are asked in the sprint retrospective: What
went well during the sprint? What could be improved in the next
sprint?
