Mike Beedle is the founder and CEO of e-Architects Inc., aconsulting company that specializes in application developmentusing distributed objects and Internet technologies. DespiteMike's business demands, he has remained billingas an on-the-trenches consultant where he applies Scrum and XPtogether through XBreed.Mike was privileged to be an early adopter of the Scrum method, andhas introduced Scrum to 7 organizations since the mid-90's. Mike'sspecialty is to coach companies in the creation of large scalereusable architectures involving many application teams. His recordso far is 17 applications reusing the same components such as: workflows,visual components, transactions, business objects and architecturalservices. Mike has published in several areas includingobject technology, patterns, components, frameworks, software development,programming languages, reusability, workflow, BPR, and Physics.He has co-organized several workshops on objects, patterns, components,and software development through the last decade. He is co-authorof Scrum, Agile Software Development with Ken Schwaber(Prentice Hall, fall 2001), a provocative book that assumessoftware development is more like new product developmentthan the manufacturing-like processes that the software industryhas used for the last 20 years.
Arie van Bennekum has been actively involved in DSDM and the DSDM Consortium since 1997. Before that he had beenworking with Rapid Application Development. His passion for agile methods is basedon delivering to customers what they really need in a way that really suits end-users and business. Because facilitated sessions are very important within theDSDM method and his passion for group processes and human behaviour, he is veryoften involved in projects as facilitator and coach. At this moment in time he isa member of the board of DSDM Consortium Benelux and accredited as a DSDM-practitioner, DSDM-trainer, DSDM Consultant and IAF Certified ProfessionalFacilitator (CPF).
Alistair Cockburn, founder of Humans and Technology, is known for his extensive interviews of project teams.These interviews, together with his active participation on live projects, formthe basis for his methodology designs: light but sufficient, and self-evolving.Alistair's work in the 1990s grew into the Crystal family of agile methodologies.Alistair and Jim Highsmith are now working together to evolve Crystal and theAdaptive ideas into recommendations for creating agile software developmentecosystems, the meeting of generic methodology with a project team's specificsituation. Alistair and Jim are co-sponsoring the Agile Software Development bookseries to publish techniques for personal growth and examples of agilemethodologies that have been used successfully.
Ward Cunningham is a founder of Cunningham &Cunningham, Inc. He has also served as Director of R&D at Wyatt Software and as Principle Engineer in the Tektronix Computer Research Laboratory before that. Ward is well known for his contributions to the developing practice of object-oriented programming, the variation called Extreme Programming, and the communities hosted by his WikiWikiWeb. He is active with the Hillside Group and has served as program chair of the Pattern Languages of Programs conference which it sponsors. Ward created the CRC design method which helps teams find core objects for their programs. Ward has written for PLoP, JOOP and OOPSLA on Patterns, Objects, CRC and related topics.
Martin Fowler is the Chief Scientist forThoughtworks, an application development and consulting company. He's been involved forover a decade in using object-oriented techniques for information systems. Although hisprimary interest has been in software design he's never been able to avoid softwareprocess and has been interested in approaches that allow methodology to fit peoplerather than the other way around. He's the author of Analysis Patterns, UML Distilled,Refactoring, and Planning Extreme Programming.
Jim Highsmith is the primary developerof the "Adaptive Software Development" Agile Method and authorof a book by the same name. He has spoken (or scheduled to speak) about AdaptiveDevelopment and other Agile Methods at conferences such as OOPSLA, Cutter Summit,SD 2001, XP2001 & Flexible Processes, Project World, and XP Universe. Jim co-authored,with Martin Fowler, "The Agile Manifesto" article in the August 2001 issue of "SoftwareDevelopment" magazine and has several additional "Agile" articles in the works. Jim andAlistair Cockburn are working to combine ASD and Crystal methods and they are alsoco-editors of a new Addison-Wesley book series on Agile Software Development. Jim isworking on a book on all the Agile Methods to be published in 2002.
Andrew Hunt is a partner in The Pragmatic Programmers, and co-author of the best-selling book ThePragmatic Programmer: From Journeyman to Master, the new ProgrammingRuby, and various articles. Between writing, speaking engagements, woodworkingand playing the piano, Andy finds time for his consulting business specializing in agilesoftware development. Andy has been writing software professionally since the early80's across diverse industries such as telecommunications, banking, financial services,utilities, medical imaging, graphic arts, and Internet services. Andy is based in RaleighNC and, with co-author Dave Thomas, is known for bringing method-independent,pragmatic best practices to software development projects throughout the U.S. He isPresident of the RTP chapter of the Independent Computer Consultant's Association anda member of the ACM and IEEE.
Ron Jeffries is the proprietor of XProgramming.com, a consultant with ObjectMentor, and the author (with Ann Anderson and Chet Hendrickson) of ExtremeProgramming Installed. Ron was the first Extreme Programming coach, and is a prolificcontributor to the XP-related Internet groups, and a frequent speaker at softwareconferences.
Jon Kernis passionate about helping clients succeed in delivering business value through software development efforts. His varied career has spanned jet engine R&D through centrifuge-based flight simulators, to being an object-oriented evangelist through the 90s beginning with C++ and moving to Java. He first published his lightweight iterative development methodology in (strangely enough) developers guides for Lotus Notes 4.5 and 5.0. He was motivated heavily by his friend Peter Coad's mantra to deliver "frequent, tangible, working results." He put his techniques to work on DoD projects, and then at his own company (Lightship, Inc.). In 1999, he joined Peter Coad for the start up of TogetherSoft, where he created the professional mentor group, and guided product development. Jon was a co-author of Java Design, and worked with Peter and Jeff De Luca (the primary contributor to FDD) to help shape the chapter on Feature-Driven Development (FDD) in Java Modeling in Color with UML. Jon constantly seeks better ways for teams to accomplish their goals, from a technology perspective and from a process and methodology perspective. In Jon's words, Pragmatic MDA via Compuware's OptimalJ (http://www.optimalj.com) represents an exciting, revolutionary advancement in having an environment that promotes best practices, solid architecture, agile development, quality by design (not accident), and laser-like focus on delivering business value through strategic use of IT resources. You can find Jon blogging at http://blogs.compuware.com/cs/blogs/jkern/
Brian Marick is a programmer and software testingconsultant. He came to Snowbird as a representative of a part of thesoftware testing community that's been developing a testing styleemphasizing exploration, lessened reliance on documentation, increasedacceptance of change, and the notion that a project is an ongoingconversation about quality. He is beginning an exploration of what"Agile Testing" might mean, and how it fits in with Agile Development,in the Agile Testing sectionof his web page.
Robert C. Martin has been a software professional since 1970. He ispresident and founder of Object Mentor Inc.a firmof highly experienced consultants who offer XP and agile process consulting,software design consulting, training, and development services to majorcorporations around the world. In 1995 he authored the best-selling book:Designing Object Oriented C++ Applications using the Booch Method, publishedby Prentice Hall. In 1997 he was chief editor of the book: PatternLanguages of Program Design 3, published by Addison Wesley. In 1999 he wasthe editor of "More C++ Gems" published by Cambridge Press. He is co-authorof "XP in Practice", James Newkirk, and Robert C. Martin, Addision Wesley,2001. He is currently working on "Principles, Patterns, and Practices ofAgile Software Development" to be published by Prentice Hall in 2002. From1996 to 1999 he was the editor-in-chief of the C++ Report. He has publisheddozens of articles in various trade journals, and is a regular speaker atinternational conferences and trade shows.
Ken Schwaber is president of Advanced Development Methods (ADM), acompany dedicated to improving the software development practice. He is anexperienced software developer, product manager, and industry consultant. Schwaberinitiated the process management product revolution of the early 1990's and alsoworked with Jeff Sutherland to formulate the initial versions of the Scrum developmentprocess. Over the last five years he has formalized Scrum, helped many organizations successfullydeploy products and systems using Scrum, and co-authored Scrum, Agile SoftwareDevelopment with Mike Beedle (Prentice Hall, fall 2001).
Jeff Sutherland is Chief Technology Officer of PatientKeeper,an MIT based startup providing mobile/wireless applications to clinicians. Hehas been CTO or VP of Engineering in nine software technology companies and introducedimproved agile development processes to each of them. His work on reusable businessobject components through the Object Management Group and the OOPSLA BusinessObject Workshop during the last decade has led to new database products, softwaredevelopment environments, CASE/OOAD tools,as well as vertical applications inmultiple industries. As founder and VP of Engineering at Individual Inc. he launchedpersonal NewsPage. As the former SeniorVP of Engineering and CTO of IDX Systems, hedeveloped new Internet applications for healthcare. His work on large component-basedsoftware projects has led to innovations in banking, insurance, library systems,aerospace, airline and aircraft leasing, nuclear engineering, and robotics. Asan inventor of the SCRUM development process, his experience in organizationaldevelopment has repeatedly enabled high-octane development teams to deliver world-classsoftware products. Learn more about Jeff.
Dave Thomas believesthat the heart of a project is not the methodology but thepeople. Members of the team need to be technically competent,motivated, and aligned. This focus on the individual was one of thereasons he co-authored ThePragmatic Programmer. But the technical side is not enough. Eachteam member must also be involved: involved in their work,involved in their team, and involved in their organization. Dave andAndy are now working on ways to help individuals make the transitionto Agile methodologies.
The Agile Manifesto consists of four key values: Individuals and interactions over processes and tools. Working software over comprehensive documentation. Customer collaboration over contract negotiation. Responding to change over following a plan.What is most important out of these as per the principles Agile Manifesto? ›
Continuous attention to technical excellence and good design enhances agility. An Agile focus should be on improving the product and advancing consistently. Simplicity — the art of maximizing the amount of work not done — is essential. The goal is to get just enough done to complete the requested project.Which statement about agile is true Mcq? ›
1 Answer. Correct option is (A) The result of each sprint is a high-quality increment of software or customer value. The statement which is true about the Agile is the result of each sprint is a high-quality increment of software or customer value.Which statement is a principle of the Agile Manifesto quizlet? ›
Simplicity -- the art of maximizing the amount of work not done -- is essential.Who is the father of agile? ›
|Known for||Creating Scrum method|
The 12 Agile Manifesto principles. The Agile Manifesto lists 12 principles to be followed by software developers: 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.Where did Agile Manifesto come from? ›
History of the Agile Manifesto
In early 2001, a group of 17 developers held two meetings — the first in Oregon, the second in Snowbird, Utah — to discuss issues and solutions in software development, which is how the manifesto was firstborn.
The correct answer for your question is “Processes and tools over individuals and interactions".Which of the following is not a part of Agile Manifesto? ›
3. Which on of the following is not an agile method? Explanation: The 4GT approach does not incorporate iteration and the continuous feedback,which is the fundamental aspect of an agile method.Which statement best describes the Agile Manifesto? ›
The four core values of Agile software development as stated by the Agile Manifesto are: individuals and interactions over processes and tools; working software over comprehensive documentation; customer collaboration over contract negotiation; and.
SAFe is based on four primary bodies of knowledge: Agile development, Lean product development, systems thinking, and DevOps. That makes SAFe broad, deep and scalable. But at its core, SAFe places the highest value on four things: alignment, built-in quality, transparency, and program execution.What is the optimal number of members for an agile team? ›
More about that in a moment. Second, for those of you who demand a prefer an answer upfront, here it is – the optimal number of members for an agile team is 5 or 6 people. That is 5 or 6 team members and excludes roles like Scrum Master, Product Owner, and God forbid, Project Manager.Which of the following statements are correct Agile Brainly? ›
Answer: Answer: Teams that stay true to the spirit of Agile are self-organizing. They divvy up work that needs to be done. Although individual members take up tasks well-suited to their respective skills, they always work in concert with the team. ... But the spirit of Agile understands that speaking up is a strength.Which of these statement about Agile is correct? ›
This is Expert Verified Answer
The statement which is true about the Agile is The result of each sprint is a high-quality increment of software or customer value.
The correct answer to the question “Which statement is true about Agile and DevOps?” is, option (d). Agile focuses on delivering customer value, while DevOps focuses on testing.Which Agile Manifesto value is concerned with the team empowerment? ›
Agile Principle 11
The concept ties into agile's value of teams and interactions over processes and tools, and the intent behind the concept is to empower teams to work together as they need to.
The 12 Principles behind the Agile Manifesto
Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
A handover with relevant training should take place between the production and support teams. These final processes and handovers are can vary depending on the type of product you are outputting. The production phase typically ends when the product is ready to be retired.
The first paper on Scrum appeared in the Harvard Business Review in January 1986. Software teams started using the Scrum agile process in 1993. Other agile processes started popping up shortly after this but the term “agile” was first applied to Scrum and similar processes in early 2001.Who was the first Scrum Master? ›
Ken Schwaber co-developed the Scrum framework with Jeff Sutherland in the early 1990s to help organizations struggling with complex development projects.
In addition to geography, candidates should take experience into consideration. For example, an entry level Scrum Master job pays an average of $101,087 per year, according to Glassdoor.com, while a Senior Scrum Master salary runs about $117,062 annually.How long is the Agile Manifesto? ›
The Agile Manifesto emerged from this extended weekend at just 68 words, and the short and sweet document went on to change software development forever.How do you implement Agile Manifesto? ›
The one thing you can implement straight away: DO NOT MICRO-MANAGE (yes, I meant to shout that). Here's another principle from the Agile Manifesto: Agile Principle: Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.Can product owner and scrum master be the same person? ›
No, it should be 2 different individuals. This would seem to naturally indicate 2 separate individuals for Scrum Master and Product Owner. They each have a different focus and scope.Is Agile Manifesto outdated? ›
The Agile Manifesto changed the way we look at the software development process. Today, the Manifesto is outdated in some ways and timeless in others. When the Agile Manifesto emerged in 2001, it mattered. I would argue that it changed software development forever.Who is responsible for quality of an agile team? ›
The project team are responsible themselves for the quality of the work that they do. In an agile project the whole team is responsible for the delivery of a quality product throughout the time that they are working on the project.What is a key concept behind agile? ›
The four values of the Agile Manifesto are: Individuals and interactions over processes and tools. Working software over comprehensive documentation. Customer collaboration over contract negotiation. Responding to change over following a plan.What is the impact of the Agile Manifesto on planning? ›
The Agile Manifesto is an overview of the values and principles at the heart of an Agile mindset and environment, not a guide for how to complete a project. While the manifesto doesn't address how to create a project plan or what that plan should entail, it does emphasize the importance of planning.Does thinking is another name for Agile Manifesto? ›
Solution: False. Design Thinking cannot be termed as another name for agile manifesto because there are many similarities but we must not forget that there are many dissimilarities as well. So, both cannot be the same.Who should not attend the sprint retrospective? ›
Anyone who is not a member of the Scrum team or sprint execution team should not attend a sprint retrospective. There are two key reasons why: They are unhelpful in retrospectives because they are a few steps removed from the work (too many cooks in the kitchen)
If it's decided that agile is the most appropriate development methodology to use, then the three key things that will enable the project to be a success are: collaboration, constant focus on business value, and appropriate level of quality.What are the 3 pillars of Scrum? ›
If you carefully scrutinize scrum, you will find again and again the three pillars of empirical process control: transparency, inspection, and adaptation.What is Agile Manifesto Mcq? ›
The Agile Manifesto consists of four key values: Individuals and interactions over processes and tools. Working software over comprehensive documentation. Customer collaboration over contract negotiation. Responding to change over following a plan.What are the four values of Agile Manifesto? ›
- Individuals and interactions over processes and tools. ...
- Working software over comprehensive documentation. ...
- Customer collaboration over contract negotiation. ...
- Responding to change over following a plan.
- Support and Trust.
- Face-to-Face Conversations.
In a Scrum Team, there are only three roles: Scrum Master, Product Owner, and the Development Team.Which of the following statements best describes why agile is winning Mcq? ›
1 Answer. Products produced by an agile approach are cheaper than those produced by any other approach is the statement which best describes why agile is winning.Which of these best describes the agile approach to team working Mcq? ›
A combination of motivation and team spirit with the feeling to cooperate in every circumstance.Which of these are agile estimation techniques Mcq? ›
- Planning Poker. Number-coded playing cards are used to estimate an item. ...
- Analogy. ...
- T-Shirt Size Estimation. ...
- Dot Voting. ...
- Affinity Mapping. ...
- The Bucket System Estimation. ...
- Three-Point Method. ...
- Fibonacci Sequence for Story Point Estimation.
Answer: Contract negotiation over customer collaboration.
Which on of the following is not an agile method? Explanation: The 4GT approach does not incorporate iteration and the continuous feedback,which is the fundamental aspect of an agile method.Who is the owner of the sprint backlog? ›
Who Owns the Sprint Backlog? According to the scrum framework, the entire agile team — scrum master, product owner, and development team members — will share ownership of the sprint backlog. This is because all members of the team will bring unique knowledge and insights to the project at the beginning of each sprint.Which of the following is one of the Agile Manifesto values? ›
Four values of Agile
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.
Sprint is the name given to this time range. This methodology dates back to 1986, when it was first utilized by two Japanese guys as a more efficient method of product creation. It is now widely used in software development.What happens if Product Owner does not accept story? ›
What should happen if the Product Owner does not accept a story by the end of the iteration? The team does not get credit for the story's points in its velocity calculation. The story should be sliced to reflect the work completed. The acceptance criteria should be adjusted to reflect the work completed.How many times can product backlog be changed? ›
The Scrum Team decides how and when refinement is done. Refinement usually consumes no more than 10% of the capacity of the Development Team. However, Product Backlog items can be updated at any time by the Product Owner or at the Product Owner's discretion.When an agile team is successful? ›
Broadly, people who flourish in an agile organization need to have the following three capabilities: First, they handle ambiguity without losing focus; second, they concentrate on outcomes over processes; and third, they work and contribute by being a team member.Why is the daily Scrum held at the same time and same place? ›
The Daily Scrum is a 15-minute event for the Developers of the Scrum Team. To reduce complexity, it is held at the same time and place every working day of the Sprint.Which of the following best represent the Scrum approach to planning TCS Mcq? ›
C. The whole team together does just enough upfront planning followed by continuous planning throughout the project. Explanation: Scrum is a project management framework in which the project is subdivided into smaller tasks and they are placed on a list called backlog.How estimation is done in agile? ›
- Each team member gets a set of cards.
- The business owner (who does NOT get to estimate) presents the item to be estimated.
- The item is discussed.
- Each team member privately selects a card representing his/her estimate.
- When everyone is ready, all selected cards are revealed at the same time.
Dot voting is usually considered a decision-making tool, not an Agile estimation technique. However, for estimating small numbers of items, dot voting can be a super-simple and effective technique. Each person gets a small number of “dots” and uses them as votes to indicate the size of an item; more dots means bigger.