Agile mindset
The agile mindset emphasizes adaptability and continuous improvement. Team members adjust their strategies based on new information rather than following rigid plans.
Sufi Mohamed
Entry and exit criteria in agile
Entry Criteria establish the conditions teams must meet before beginning new work phases or iterations.
Catalyst mindset
A catalyst mindset represents an approach that accelerates positive change and transformation within teams and organisations.
What does GRIT mean?
Remarkable success does not hinge on talent alone; it springs from grit—a distinctive combination of passion and persistence.
Aborted work in agile
Agile methodologies define aborted work as tasks, features, or projects discontinued before completion. Teams stop working for various reasons, particularly when features no longer align with project goals, market needs, or strategic direction.
Little's Law in agile
Little's Law reveals fundamental relationships in operational systems. This principle connects three key elements: items in a system, their arrival rate, and processing time. Its mathematical formula provides insights across various industries and processes.
Cost of delay in agile
Cost of delay in Agile development measures the financial impact of project postponement. This concept helps teams understand what happens when features or decisions are delayed.
Definition of ready in agile
The Definition of Ready is a set of criteria for preparing work items before sprint inclusion.
Definition of done in agile
The Definition of Done establishes completion standards that unite team understanding. It creates shared expectations for both quality and delivery requirements.
Cost prediction in agile
Cost prediction in agile estimates financial resources needed for project completion. This process differs from traditional budgeting due to Agile's emphasis on flexibility and iterative progress.
Commitment point in agile
The commitment point in Agile development represents a decisive moment when a development team formally accepts responsibility for specific deliverables within a defined sprint period.
Acceptance criteria
Acceptance criteria define the requirements a product must meet before completion. These standards establish clear expectations for quality, functionality, and performance that all team members understand and work toward.
Dependencies and dependency maps
In today's agile workplace, dependency management has evolved into an art form. Teams must remain nimble, adapting their workflows while respecting these crucial task relationships.
Replenishment signals in Lean
At its core, the replenishment signal framework transforms inventory management from a reactive process into a proactive strategy.
Service Level Agreement
A Service Level Agreement sets specific performance and quality expectations between service providers and clients.
Infinite buffers in agile
Product Owners create infinite buffers by continuously adding backlog items without clear prioritization.
Cumulative flow diagrams
Teams can use the cumulative flow diagrams to understand how work progresses, identify bottlenecks, and determine the appropriate pace of work.
Flow efficiency
Flow efficiency measures a process's efficiency by comparing the time spent actively working on it with the total time required to complete it.
Blockers in agile and kanban
An impediment, also known as a blocker, is an obstacle preventing team members from completing tasks or achieving sprint goals. Various types of blockers need to be addressed immediately to maintain a smooth workflow
Cycle time and lead time
To improve cycle time, focus on streamlining your actual work processes. For lead time improvements, look at reducing delays between stages.
Pull criteria
Pull criteria in Kanban are a task's requirements before proceeding to the next stage.
Service classes
The principle of service classes, a key component of Lean methodology, is instrumental in efficiently organising, prioritising, and managing work.
The seven wastes
Taichi Ohno identified seven types of waste that do not add value to the customer. The wastes were categorised to assist employees in systematically identifying and eliminating them.
Minimum viable teams
The power of minimum viable teams lies in their streamlined communication channels. With fewer members, information flows naturally and decisions happen swiftly.
Self-organising teams
Self-organising teams are groups that work together toward a common goal, making decisions and managing tasks without supervision or authority from an outside source.
Sprint velocity
In agile methods, a consistent velocity is an important indicator of a well-functioning development process.
Scales Agile Framework (SAFe)
SAFe, or scaled agile framework, was developed by Dean Leffingwell and Drew Jemilo to address a businesses' evolving needs.
Technical debt in software development
According to industry observations, design trade-offs result in the most significant technical debt, which code quality measurements cannot detect. Assessing technical debt in industry and research is difficult due to the lack of practical tools.
Feature-driven development
Coding standards, measurement audits, and metrics are crucial to F.D.D.'s quality concept. Feature-driven development prioritises meetings compared to other methodologies (such as Scrum and XP).
Disciplined agile delivery
According to the Disciplined Agile Process (D.A.D.), stakeholders recognize that external customers are not always the project's focus. The term "customer" has become popular among some software teams because it has shifted their focus from technology to business needs.
Clean code in software development
Writing code that's easy to read and understand is essential to ensuring clean code. This enables others to comprehend its purpose at a glance.
The burndown chart
Scrum teams generally use the burndown chart to communicate and track their overall progress throughout the Release lifetime.