adesso BLOG

In my last blog post, I introduced you to six of the twelve agile principles. These should help us not only to implement agility, but to live it, too. In this blog post, I’ll introduce you to the remaining six principles in more detail.

It’s important to live the Agile Manifesto. Twelve principles, which can be understood as codes of behaviour or rules of the game, were established for this very purpose. In this blog post, I’ll introduce you to the first six principles in more detail.

In my first blog post, I primarily focused on the historical background of agility in software development and explained what the term means in basic terms.

I would like to dedicate a series of blogs on agility to the term ‘agility’ itself. This will cover topics such as agile software development, agile frameworks, agile mindsets and agile methods. My goal is that everyone – from the classic waterfall manager to the full-blooded agilist – will find something to take away. The first part is all about the question of whether we really work in an agile way.

Since agile regression develops gradually, the indicators are very difficult to recognise in everyday life or can only be recognised at a late stage. To counteract this, we’ll describe direct, point-by-point approaches for mitigating agile regression here in our latest blog post.

Interim and completion forecasts are just as important in large agile projects as they are in traditional projects. Unfortunately, the Scrum Guide is no help at all here and classic methods are inadequate in most cases due to the complexity of the requirements. However, simple statistics and a transparent estimation method can be used to arrive at a reliable forecast. I will explain how this works in my blog post.

Sometimes people, organisations or companies that have gone through a long agile transition fall back into old habits. In our blog post, we will first define the term ‘agile regression’, identify the causes and triggers that can set off agile regression and then outline the signs that point to regression being imminent.

Agile approaches are now very widely accepted. Scrum is often used as a framework and fixed events (meetings) are specified, among other things. Projects in the insurance industry often employ an agile approach, too. Despite that, employees and stakeholders sometimes harbour prejudices. I used to be project controller in a previous life, during which time I was involved in an agile project and was confronted with prejudices at the beginning. In my blog post, I would like to talk about prejudices and my own practical experiences regarding agile approaches based on Scrum.

Scrum and other agile frameworks have been gaining a lot of traction lately, especially in IT projects. These project frameworks are mainly characterised by greater flexibility, faster responsiveness and a stronger focus on end users. Today, Scrum is often combined with other proven methods, techniques and frameworks – such as Kanban, Design Thinking and BusDevOps. What all these approaches have in common is that the chosen path is reflected on in an iterative process and that adaptation to the desired state often requires creativity on the part of those involved. This blog post explores the question of how successful ideas can be generated while also adhering to the objective of maximising the product.