Irony
in 2001
agile was born
17 IT Leaders
in Snowbird, Utah
skiing vacation
waterfall process
Agile Manifesto
Manifesto for Agile Software Development
4 Values/Guiding Lines
12 principles
http://agilemanifesto.org/
still up to date
a lot of ego was in the room
“There’s a powerful odor of testosterone in this room.”
working rules
guidelines for working together
getting better and better
hierarchy level above you
who has the insights into the topic/technique
common sense
common understanding
interim solution
increase your knowledge about the business
too big milestones
milestones are too big
compiling it
jira
confluence
public area
private area
four eyes
4-eyes principle
visualize
graphics
charts
it just works in certain areas
effort (Aufwand)
it is too much effort
judge
evaluate
a lot of time
they trust you with your other products
halo effect
most important point
stakeholder
last hurdle
last big milestone
approval
I need to get an approval on this purchase order.
lack of knowledge
lack of trust
how these things work
Erreichbarkeit ersetzt Verbindlichkeit?
reachability replaces commitment?
replaces
walk the talk
do what you say and say what you do
Booch argues that both Agile and Waterfall are valid approaches, but that different projects call for different methods—and it’s important to weigh factors like the project’s risk and the culture of the team that’s executing. “If I’m building a nuclear-power plant,” he says, “believe me, I don’t want to use incremental and iterative methods because testing failure is never a good thing; it’s kind of irreversible. On the other hand, if I’m building a throwaway app for some new clone of Tinder for goats, whatever it might be, then sure, I’m gonna put a few people in a room and go build this.”
But there’s a particular irony here: Agile is a philosophy, not a set of business practices. The four bullets outline a way of thinking, a framework for prioritizing all the complicated parts of a project. They don’t tell you what software to buy or how to hold your daily team meeting. “Now you can go to a conference, and there’s aisle after aisle of people who are selling you computer tools to run your process. And they say it’s Agile,” says Cunningham. He points to the first value of the Agile Manifesto. “It says, ‘Individuals and interactions over processes and tools.’ How did [Agile] become a process-and-tools business?”
to follow
to give you an orientation
mathematics
mathematical
The monetization of Agile aside, the influx of nontechnical users has created some conflict. Martin maintains that the “most annoying aspect right now” is that Agile “has been taken over by the project-management people,” leaving “the technical people and the technical ideas” behind.
react fast to the customers need
regulatories
depends on
satisfied
there is always room for improvement
I like it, but …
it could be better here and there …
given continuously feedback
finding the right interface between these two worlds
finding the right language between these two worlds
finding the right products/milestones between these two worlds
stock market
customer data in the cloud
data government framework
authorized distributor
