Quotes About Agile

The product owner is responsible for recording the requirements, often in the form of user stories

While a team's deliverable is the product, a scrum master's deliverable is a high-performing, self-organizing team. The

The product backlog is the cumulative list of desired deliverables for the product.

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

Working software is the primary measure of progress.

The QMO, worked closely with the PMO throughout the Kanban transformation, but we never tried to change them. Our stance was to help them understand what was different about how projects were governed with the new Agile practices so they could decide what to change.

Tests do not, or at least should not collaborate; it's universally accepted that inter-test dependency is an anti-pattern.

Within a single test, DRY can often apply.

Quick's the word and sharp's the action.

A good martial artist does not become tend but ready, not thinking but jet not dreaming. Ready for whatever may come.

I don't really mind where I play - left, right, up front on my own, or with another striker. I'm just versatile like that, and I don't mind playing anywhere in attack.

Defensively, I think I'm very versatile, I can guard different positions.

I'm kind of versatile and I can play with the ball and without the ball.

physically agile, quick, nimble, and superior hunters, but the Darwinists did not look for these traits because they were blinded by their evolution glasses (Johnston 1902; 1902a; Lloyd 1899). Modern study has shown the Pygmies in a far more accurate light that demonstrates the absurdity of the 1900s evolution worldview (Turnbull

It's all choreographed; it's a routine. So I told everyone I really wanted to try fighting in action films. I had no stunt experience, but I had the dance background, and I was very agile and coordinated. And the best thing about being a newcomer to acting is you can afford to try new things.

And Bharadvája, nothing slow

The distinction between sanity and insanity is narrower than a razor's edge, sharper than a hound's tooth, more agile than a mule deer. It is more elusive than the merest phantom. Perhaps it does not even exist; perhaps it is a phantom.

The distinction between sanity and insanity is narrower than the razor's edge, sharper than a hound's tooth, more agile than a mule deer. It is more elusive than the merest phantom. Perhaps it does not even exist; perhaps it is a phantom.

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?

It appears evident that, for the average team, insisting on writing tests first, before functional coding, improves quality.

Predictability builds and holds trust, a core Agile value, better than does delivering more with less reliability.

The Lean Startup process builds new ventures more efficiently. It has three parts: a business model canvas to frame hypotheses, customer development to get out of the building to test those hypotheses, and agile engineering to build minimum viable products.

I take a lean-startup approach: creating agile, interdisciplinary teams that get the minimum viable product to market as soon as possible. It's my job to be entrepreneur-in-residence, an internal change agent.

I'm obsessed with the Victorian novel. I can't help it. I feel like the novel then was so powerful and agile in ways I'm not sure it is now.