Agile software development Winnipeg is a term that has been derived from the Agile Manifesto. This was written in 2001 by a group, were among the creators of Scrum, Extreme Programming (XP), Dynamic Systems Development Method (DSDM) and Crystal, a representative of the function-oriented development and other thought leaders in the software industry. With the Agile Manifesto general cross values and principles for the then existing single agile methodologies have been established. There are values in practice. Each agile methodology approaches these values in a slightly different manner. All these methodologies have certain processes and procedures in which one or more of these values is based.
Individuals and interactions:
Individuals and interactions are essential for high-performance teams. In studies of “communication saturation” in the course of a project has been proven that teams can achieve 50 times better performance than the industry average without communication problems. To promote based, agile methodologies to regular verification cycles. Examples of such cycles are pairwise programming (every few minutes), continuous integration (every few hours), standup meetings (daily), and a check and a retrospective after each iteration.
However, more frequent feedback and communication are not sufficient to eliminate communication problems. This review and adaptation cycles are only efficient if the team members are distinguished by some essential behaviors:
- Respect for the value of each person
- Accuracy in each message
- Transparency of all data, actions and decisions
- Confidence that each person supports the team
Commitment To The Team And Its Goals:
To promote these behaviors, the Agile management has to provide a favorable environment, team coaches must facilitate the adoption, and team members they must evince. Only then can reach their full potential teams.
This team, this behavior is more difficult to achieve, as it can be. In most teams sincerity, transparency and trustworthiness are rather avoided due to cultural norms or due to negative experiences of conflict that emerged from honest communication. To these tendencies counteract, team leader and team members must promote the positive resolution of conflicts. If teams exchange in the positive discharge, they benefit not only productive behavior, but also work to achieve some additional advantages by.
The process improvement depends on that the team members a list of the obstacles and problems in the organization sets up, to take them in face and eliminate systematically according to their relevance. Resolution of conflicting agendas occurs when teams correspond to common goals and their aspects and conflicts emerge. A shared commitment to work is possible only if people agree on common goals and then be used personally and the team for their optimal implementation.