User Resistance.jpg
http://www.cadalyst.com/files/cadalyst/nodes/2011/13748/030911CADMan-2.jpg, Cadalyst, R.Green, March, 2011.

Alternative name(s)

<Any alternative names used in the literature for this KA. For example, PMIs Project Scope Management might be elsewhere referred as Project Requirements Management>

Description

<Provide a concise, referenced, definition of the knowledge area, in no more than 200 words. If there are conflicting views provide alternative definitions and cite all sources.>

Agile values

<Identify all agile values that are relevant to this KA and explain in no more than 200 words how they relate to it.>

Agile principles

From the Agile Principle Manifesto, Cubric (2013), the following principles would be appropriate to this knowledge area. There is a clear resemblance between these principles and the knowledge area since

  • Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
  • Welcoming 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.
  • Business people and developers must work together daily throughout the project.
  • Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the work done.
  • The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
  • Working software is the primary measure of success.
  • Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
  • Continuous attention to technical excellence and good design enhances agility.
  • Simplicity - the art of maximising the amount of work not done - is essential.
  • The best architectures, requirements, and designs emerge from self-organising teams.
  • At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly.

Agile practices

<Identify all agile practices that are relevant to this KA and explain in no more than 200 words how they relate to it.>

Discussion

<Discuss the findings from previous sections. In particular, compare and contrast the traditional and agile approach to this KA.>

Links from this KA to other KAs

<Identify, all related KAs, and explain in no more than 100 words how they relate to it.>

References

Cubric, M., 2013. Agile Manifesto Principles, 7BSP1018 Agile Project Management. University of Hertfordshire, unpublished.
<Include all references used on this page. Copy these references to the Bibliography page.>

External links

<List relevant external pages, For example:
http://en.wikipedia.org/wiki/... Wikipedia entry on this KA
http://economics.about.com/cs/economicsglossary/g/... About.com entry on this KA>

Read in another language

<If available, include links to pages with translations to other languages>