Practices
Practices are dynamic and subject to change over even short periods of time. In this way, practices are superficial and do not make an effective fulcrum for inducing sustainable change. However, practice remains important. The adoption of recognised practices can make teams effective and help speed the adoption of principles and thus change behaviours and values.
Practice Categories
Practices have been grouped in to categories to make them easier to find. Choose a category to view its component practices.
anAgileMind takes a radically different view of leadership. Traditionally managers have been viewed as leaders. Managers take an interventionist approach in the work of teams. The need for teams to be able to work autonomously fundamentally changes the role of leaders. Leaders establish goals and encourage teams to find their own ways of achieving goals. In consequence decisions are made at the lowest level of responsibility rather than the highest point of accountability.
The successful creation of a product that delivers services that meet our customers needs depends on a clear and transparent definition of the product that can be shared with customers and the different stakeholder groups. At least three different views of the product need to be thought about - Strategy, Roadmap and Backlog.
Agile teams continuously seek to improve their working practice, improving quality of service and increasing rate of delivery. The most effective learning is local to the team. They inspect the work that has been done, looking for successes and for problems. They adapt to reinforce practice that leads to success and to remove practice the leads to problems.
The organisation must remain capable of delivering its goals and objectives. It must continue to deliver the features and services of its portfolio of products. The organisation must be resilient in the face of challenge and change so that it can continue to realise value by delivering to its customers.
