Disciplined agile delivery Standard Requirements
- When you are identifying the potential technical strategy(s) you have several process factors that you should address. As with initial scoping how much detail you go into when documenting the architecture, the views that you create, and your approach to modeling are important considerations. Furthermore, will you be considering one or more candidate architectures and what is your overall delivery strategy?
- As corporate ventures usually go to new business areas and work with new technologies, they are most likely unable to utilise existing commercial or parent corporation's in-house development methods. Could Agile Manifesto and agile methods be a good starting point for the corporate venture to start their development effort towards their own, efficient agile in-house software development method?
- Management buy-in is a concern. Many program managers are worried that upper-level management would ask for progress reports and productivity metrics that would be hard to gather in an Agile work environment. Management ignorance of Agile methodologies is also a worry. Will Agile advantages be able to overcome the well-known existing problems in software development?
- Many teams will find that informal modeling sessions around whiteboards will be sufficient, although sometimes more formal modeling sessions, such as Joint Application Design (JAD) strategies or stakeholder interviews will work best. How will non- functional requirements pertaining to availability, security, performance, and many other factors be addressed?
- Being managed by someone else is totally ingrained in our life and work experience. Parents, teachers, and bosses who teach us to self-manage instead of striving to fulfill their expectations are rare. Why should we expect that when we tell a Team that it is responsible for managing itself, it will know what we are talking about?
- Much of the agile advice is oriented towards small teams of up to ten people, who are either co-located or near located, who have ready access to their primary stakeholders, and who are working on software that can be easily organized into a series of small releases. What about large teams?
- The sprint backlog is the list of work the team must address during the next sprint. The list is derived by selecting stories/features from the top of the product backlog until the team feels they have enough work to fill the sprint. Is this done by the team asking, "Can we also do this?
- Toyota is the role model and the most highly developed example of the potency of systems thinking and action learning in its broadest sense. but why, if the tps is so successful, is toyota along with its circle of suppliers still almost the lone manufacturing example?
- Scrums productivity stems from doing the right things first and doing those things very effectively. The product owner queues up the right work by prioritizing the product backlog. How does the team maximize its productivity, though?
- What is the difference, if any, in customer satisfaction between the use and results of agile-driven software development methods and the use and results of plan-driven software development software development methods?
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