Agile
IBF: Agile
- Competency Unit 1: Agile
- Understand the value of Agile and the different methodologies of Agile
- Understand the drivers and process of implementing agile in an organisation (e.g. business outcome and impact, centricity, capabilities, people)
- Competency Unit 2: Experimental Mindset
- Understand experimental mindset and the value of adopting experimental process
- Application of tools in the execution
- Competency Unit 3: Business Model Canvas
- Understand the different components of Business Model Canvas and how they relate to each other
- Application of Business Model Canvas
Agile
Video Intro
Agile
Value
Agile Value
- Individuals and Interactions
- Working Software
- Customer Collaboration
- Responding to Change
- Processes and Tools
- Comprehensive Documentation
- Contract Negotiation
- Following a Plan
Source: Manifesto
Agile
12 Principles
- 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 behaviour accordingly.
Agile
Another View
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Business Model Canvas
Source: Link
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Canvanizer
Source: Link
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Lean Canvas Model
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Source: Link
Lean vs BMC
Design Thinking, Lean and Agile
Design Thinking, Lean and Agile
At a distance, Design Thinking is a mindset for exploring complex problems or finding opportunities in a world full of uncertainty. It’s a search for meaning, usually focusing on human needs and experience. Using intuitive and abductive reasoning, Design Thinking explores and questions what is, and then imagines what could be with innovative and inventive future solutions.
The Lean mindset is a management philosophy that embraces scientific thinking to explore how right our beliefs and assumptions are while improving a system. Lean practitioners use the deliberate practice of testing their hypotheses through action, observing what actually happens, and making adjustments based on the differences observed. It’s how organizations set their course, learn by doing, and decide what to do next on their journey to achieve outcomes.
The heart of Agile is building great software solutions that adapt gracefully to changing needs. Agile begins with a problem—not a requirement—and delivers an elegant solution. The Agile mindset acknowledges that the right solution today might not be the right solution tomorrow. It’s rapid, iterative, easily adapted, and focused on quality through continuous improvement.
