Agile Team Quotes & Sayings

With agile retrospectives the team drives their own actions! — Ben Linders

Orchestrating a diversified team can indeed enhance the higher level of harmony. — Pearl Zhu

rinciples, or "rules" in complexity theory terminology, affect how tools and practices are implemented. Practices are how principles are acted out. Grand principles that generate no action are mere vapor. Conversely, specific practices in the absence of guiding principles are often inappropriately used. Although the use of agile practices may vary from team to team, the principles are constant. Principles are the simple rules of complex human adaptive systems. — Jim Highsmith

Agile methods derive much of their agility by relying on the tacit knowledge embodied in the team, rather than writing the knowleadge down in plans. — Barry Boehm

Interestingly, Agile's scrum-team approach has its own way of aggregating some execution risk. For example, in a traditional "single task owner" approach, the risk of execution is not aggregated at all, leaving that task owner to add a lot of task-level buffer to self-insure and deliver on his commitment. In contrast, a 5-person scrum team aggregates the risk that any single individual will make slow progress, as the other four team members can often make up the deficit.

But why aggregate only up to the scrum-team level? Taking a lesson from the insurance industry, the more that risk can be aggregated, the easier it is to manage. Applied to projects, this will nearly always mean that it's better to aggregate risk at the project level. As a result, an Agile project can improve speed by avoiding sprint-level commitments. — Michael Hannan

In an agile project the team takes care of the tasks and the project leader takes care of the team. — Jim Highsmith

following one process and the development team with different process philosophies, terms and metrics. In Waterfall, once a "plan" is baked and approved, there is an expectation that the plan will be followed and delivered upon, even if the development team is using Agile to execute. Now I'm going to say it, "But that's not truly Agile," since Agile requires the plan to be flexible and consistently reprioritized and revised. We see this approach so often that we've heard many describe it as, "WaterScrumFall. " It's really business as usual — Anonymous

At a label, you are confined to the team you have, but I did all my solo work myself, and that makes you more agile and able to go into weirder corners. — Dawn Angelique

Agile Project Management focuses on selecting the right skills for project team members and molding them into productive teams. — Jim Highsmith

The main dysfunctions of agile team are absence of trust, inattention to results, lack of commitment, — Thiyagarajan Perumal

First, how could I protect my team from the incessant demands of the business and achieve what the Agile community now refers to as a "sustainable pace"? And second, how could I successfully scale adoption of an Agile approach across an enterprise and overcome the inevitable resistance to change? — David J. Anderson

As an Agile software development team, we'd been following the hallowed eXtreme Programming tenets, including YAGNI. That is, You Aren't Gonna Need It: a caution to not write unnecessary code - — Anonymous

The key idea of agile is that teams essentially manage themselves ... It works in software, and it turns out that it works with kids. — Bruce Feiler

team factors for agile project success: the dedicated team and the cross-functional team. — Mark C. Layton

Self-organizing teams form the core of APM. They blend freedom and responsibility, flexibility and structure. In the face of inconsistency and ambiguity, the teams strive to consistently deliver on the product vision within the project constraints. Accomplishing this requires teams with a self-organizing structure and self-disciplined individual team members. Building this kind of team is the core of an agile project leader's job. — Jim Highsmith

when organizations adopt Agile practices, it is imperative that team leaders and development managers learn a better approach to leading and managing their teams. — Jurgen Appelo

Agile retrospectives give the power to the team, where it belongs! — Ben Linders

The first agile principle in this example is that the team must have the necessary skills to complete the project. Agile is not a silver bullet! If a team does not have the required skills, even agile cannot help it successfully complete projects. The second agile principle here is that the team must be self-organized, highly-trusted, and accountable. — John Stenbeck

When I first started playing with Gotham in 2008, I learned that my team wanted me to jam in my first bout, when we'd be facing off against the Queens of Pain - the team that included Suzy Hotrod, Donna Matrix, and many other legendary skaters. I was so nervous that I was feeling a little queasy every time I thought about it, even a few weeks before the bout. Finally, I asked myself what skills I'd need to be able to face off against Suzy and win. I decided that I'd need to be fast, agile, and fearless. So I started to tell myself that I already was. Every time I thought about the bout and started to get nervous, I'd repeat those words. I'd repeat them in my head when I took the line at practice. I'd say them out loud before I went to bed. The day of the bout, I was nervous, but not quite as much as I expected to be. — Margot Atwell

Agile project leaders help their team balance at the edge of chaos - some structure, but not too much; adequate documentation, but not too much; some up-front architecture work, but not too much. Finding these balance points is the "art" of agile leadership. — Jim Highsmith

A retrospective's huge potential for learning should not be off-limits to any team member. — Luis Goncalves

Handoffs are mostly a result of specialization. Organization design cannot reduce these handoffs, but it can make them faster and cheaper by making them occur inside a single team. — Sriram Narayan