From software to full delivery
Posted: Mon Dec 23, 2024 6:07 am
You do this by turning the traditional sequential process of the production or development process 90 degrees, so that everyone is involved. This means that you communicate continuously with each other, so that everyone knows about the projects, and that you preferably communicate face-to-face . It is also important to exclude the sequential steps with their documents, transfer moments and time-consuming change processes. The chain of the sequence, which often consists of a professional group per step with mutual written transfer moments, has two absolute negative sides.
You have to produce intermediate steps in documents and organize handover moments that do not add anything to the value and/or quality of the product or solution.
The risk. Transferring information means interpreting and making assumptions. In both cases, this by definition creates noise. Noise that leads to adjustments that in turn take time due to difficult change processes.
Agile is about getting information from the source. In addition, it offers the possibility to directly include new developments in the process, since all stakeholders have direct progressive insight hong-kong business email list and provide periodic feedback. The team is not brought to a standstill by the stakeholders with imposed changes, they have no decisive authority. In this way, delays and the unnecessary work of bureaucracy are suppressed.
Agile working delivers better value for your organization faster with better internal quality, if you do it right.
How it came about
Agile, literally agile or nimble, originated from the need to develop faster. This started with software development. Agile working crept into the established order of the production and development world, resulting in small teams quickly creating beautiful software. But this mindset is not only applicable to software processes and, in my opinion, is not fully applied by every organization.
A group of pioneers were already consciously working differently more than 20 years ago. SCRUM, DSDM, Extreme Programming, Adaptive Software Development, Crystal, Feature-driven development, Pragmatic Programming, and so on. They are all methods that were independently developed between 1980 and 1999 based on the personal experience of various experts. The common feature of the method is that they all strive for less bureaucracy and focus on delivering valuable solutions.
You have to produce intermediate steps in documents and organize handover moments that do not add anything to the value and/or quality of the product or solution.
The risk. Transferring information means interpreting and making assumptions. In both cases, this by definition creates noise. Noise that leads to adjustments that in turn take time due to difficult change processes.
Agile is about getting information from the source. In addition, it offers the possibility to directly include new developments in the process, since all stakeholders have direct progressive insight hong-kong business email list and provide periodic feedback. The team is not brought to a standstill by the stakeholders with imposed changes, they have no decisive authority. In this way, delays and the unnecessary work of bureaucracy are suppressed.
Agile working delivers better value for your organization faster with better internal quality, if you do it right.
How it came about
Agile, literally agile or nimble, originated from the need to develop faster. This started with software development. Agile working crept into the established order of the production and development world, resulting in small teams quickly creating beautiful software. But this mindset is not only applicable to software processes and, in my opinion, is not fully applied by every organization.
A group of pioneers were already consciously working differently more than 20 years ago. SCRUM, DSDM, Extreme Programming, Adaptive Software Development, Crystal, Feature-driven development, Pragmatic Programming, and so on. They are all methods that were independently developed between 1980 and 1999 based on the personal experience of various experts. The common feature of the method is that they all strive for less bureaucracy and focus on delivering valuable solutions.