What Does Not Match with Agile Manifesto?

There are a number of areas where the agile manifesto does not match with traditional project management approaches. One area is in terms of the focus on individual and interactions over processes and tools. In traditional project management, there is a heavy focus on process and tools, and individuals are often seen as secondary. This can lead to a lack of communication and collaboration between team members, and can make it difficult to rapidly adapt to changes.

Another area where the agile manifesto does not match with traditional approaches is in terms of working software over comprehensive documentation. In traditional project management, there is a strong focus on creating comprehensive documentation. This can slow down the development process and make it difficult to rapidly respond to changes.

Finally, the agile manifesto emphasizes customer collaboration over contract negotiation. In traditional project management, the contract is often seen as being more important than the needs of the customer. This can lead to projects that are not aligned with the customer's goals and needs.

The agile manifesto is a set of 12 values and 12 principles that guide software development according to the Agile Alliance. The agile manifesto was created in 2001 by 17 individuals who came together to try and find a better way to develop software. They were tired of the waterfall method which was the traditional way of software development at the time. The waterfall method is a linear approach to software development where you complete one phase of the project before moving on to the next. This can often lead to projects taking a long time to finish and not meeting the needs of the customer. The agile manifesto values individuals and interactions over processes and tools, working software over comprehensive documentation, customer collaboration over contract negotiation, and responding to change over following a plan. The agile manifesto principles are: customer satisfaction by early and continuous delivery of valuable software, welcome changing requirements, even in late development, working software is delivered frequently (weeks rather than months), close, daily cooperation between business people and developers, projects are built around motivated individuals, who should be empowered to make decisions, face-to-face conversation is the best form of communication, working software is the primary measure of progress, sustainable development, able to maintain a constant pace, continuous attention to technical excellence and good design, simplicity—the art of maximizing the amount of work not done—is essential, self-organizing teams lead to the best architectures, requirements, and designs, regular collaborations between business people and developers, close, daily cooperation, etc.

In agile software development, there are 12 principles that guide the development process. These principles are intended to help make software development more effective, efficient, and responsive to the needs of customers and users.

The 12 principles of agile are:

1. Customer satisfaction is the primary goal.

2. Deliver working software frequently, preferably in two weeks or less.

3. Working software is the primary measure of progress.

4. Changes to requirements should be welcomed at any time.

5. Close, daily cooperation between customers and developers is essential.

6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

7. Working software should be released as frequently as possible, typically at the end of each sprint.

8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

9. Continuous attention to technical excellence and good design enhances agility.

10. Simplicity–the art of maximizing the amount of work not done–is essential.

11. The best architectures, requirements, and designs emerge from self-organizing teams.

12. At regular intervals, the team and its stakeholders should reflect on how to become more effective, and adjust accordingly.

Scrum is a software development process that is characterized by short iterations, or sprints, which are limited in time. The sprints are typically two weeks long. Each sprint begins with a planning meeting, during which the team sets goals for the sprint. The team then works on achieving these goals during the sprint. At the end of each sprint, the team holds a retrospective meeting to discuss what went well and what could be improved.

The word "scrum" is derived from the rugby term of the same name. In rugby, scrum refers to a method of restarting play. In software development, scrum is a lightweight process that can be used to manage any type of project.

The key principle of scrum is that it is an empirical process, which means that it is based on experience and experimentation, rather than on predefined rules. This means that the scrum team can adapt the process to their specific needs and context.

The scrum team is typically composed of a product owner, a scrum master, and a development team. The product owner is responsible for defining the goals of the project and for prioritizing the work of the development team. The scrum master is responsible for ensuring that the scrum process is followed and for facilitating communication between the product owner and the development team. The development team is responsible for completing the work assigned to them during each sprint.

Scrum is a flexible and agile software development process that can be adapted to the specific needs of any project. It is based on the principle of empiricism, which means that it is based on experience and experimentation, rather than on predefined rules. Scrum is a lightweight process that can be used to manage any type of project.

A sprint is a short, intense burst of activity or effort. It is usually used in the context of running, but can be applied to any type of physical or mental activity.

Sprints are often used in training programs to improve speed, agility, and power. They can also be used as a way to boost energy and motivation levels.

There are many different ways to structure a sprint. Typically, they involve starting at a moderate pace and then increasing the intensity over a short period of time. The duration of a sprint can vary from a few seconds to several minutes.

Sprints are an effective way to improve fitness levels and performance. However, it is important to warm up properly before attempting any type of sprint. This will help to avoid injury and ensure that you get the most out of the activity.

User stories are a way to capture requirements for a software system. They are typically written by business analysts or product owners and passed to developers. A user story should be small enough to be completed in one development sprint, but large enough to capture the functionality of the feature being built.

User stories follow a simple template: As a , I want so that . For example, "As a registered user, I want to be able to log in so that I can access my account."

User stories are a helpful tool for developers because they provide context for the work that needs to be done. They can also be used to track progress on a project. When all the user stories for a project have been completed, the project is done.

User stories are not always perfect, and they may need to be refined as development progresses. However, they are a helpful way to think about and capture requirements for a software system.

A product backlog is a prioritized list of work for a software development team to do. It is part of an agile development process, and is the result of gathering requirements from stakeholders. The product backlog is an important tool for agile teams, as it allows them to keep track of all the work that needs to be done, and prioritize it according to the needs of the business.

The product backlog is typically maintained by the product owner, who is responsible for ensuring that the backlog is always up-to-date. The product owner works with the development team to prioritize the items in the backlog, and ensure that the most important items are worked on first.

The product backlog can be viewed as a list of features, or a list of user stories. It is important to remember that the product backlog is not a static document; it is dynamic and should be constantly updated as new requirements are gathered and priorities change.

items are added to the product backlog as they are discovered. For example, a stakeholder may come to the product owner with a new requirement. The product owner would then add this to the product backlog, and prioritize it according to the needs of the business.

The product backlog is a living document that should be constantly updated. As new requirements are gathered, or as priorities change, the product backlog should be updated accordingly. The product backlog is an important tool for agile teams, as it allows them to keep track of all the work that needs to be done, and prioritize it according to the needs of the business.

A sprint backlog is a list of tasks that need to be completed during a sprint. This list is typically maintained by the scrum master and is updated throughout the sprint as new tasks are identified and old tasks are completed. The sprint backlog is a key part of the scrum process and helps ensure that work is evenly distributed among team members and that all tasks are completed within the sprint timeframe.

There are three roles in scrum: the product owner, the scrum master, and the development team.

The product owner is responsible for the product backlog, which is a list of all the features that need to be implemented in the product. The product owner prioritizes the backlog items and decides which ones will be implemented in each sprint.

The scrum master is responsible for the scrum process and ensures that the team is following the scrum rules. The scrum master also helps resolve any team conflict.

The development team is responsible for implementing the features in the sprint backlog. The team self-organizes to determine which tasks need to be completed and how to best achieve the sprint goal.

The Scrum ceremonies are the set of events that take place within a sprint. They are: the sprint planning meeting, daily scrum, sprint review, and sprint retrospective.

The sprint planning meeting is when the team comes together to plan out the work that needs to be done in the upcoming sprint. They will identify the sprint goal and determine which items need to be completed in order to achieve it. The team will also assign tasks to individual members.

The daily scrum is a short stand-up meeting that takes place every day. Each team member will briefly explain what they did the day before, what they plan to do today, and if there are any impediments in their way.

The sprint review is held at the end of the sprint. The team will demo the work that was completed and stakeholders will provide feedback.

The sprint retrospective is held after the sprint review. The team will reflect on what went well and what could be improved. They will also make plans for how to improve in the next sprint.