Vocabulary 2020-08-21


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


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


public area
private area

four eyes
4-eyes principle



it just works in certain areas

effort (Aufwand)
it is too much effort


a lot of time

they trust you with your other products
halo effect

most important point

last hurdle
last big milestone

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?


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


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


depends on


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