Agile software development Agile software development is a set of principles for software development in which requirements and solutions evolve through collaboration between self-organizing,[1] cross-functional teams. It promotes adaptive planning, evolutionary development, early delivery, and continuous improvement, and it encourages rapid and flexible response to change.[2] Agile itself has never defined any specific methods to achieve this, but many have grown up as a result and have been recognized as being 'Agile'. The Manifesto for Agile Software Development,[3] also known as the Agile Manifesto, was first proclaimed in 2001, after "agile methodology" was originally introduced in the late 1980s and early 1990s. The manifesto came out of the DSDM Consortium in 1994, although its roots go back to the mid 1980s at DuPont and texts by James Martin[4] and James Kerr et al.[5] History[edit] Incremental software development methods trace back to 1957.[6] In 1974, E. The Agile Manifesto[edit] Agile principles[edit]
Splitting User Stories Good user stories follow Bill Wake’s INVEST model. They’re Independent, Negotiable, Valuable, Estimable, Small, and Testable. The small requirement drives us to split large stories. But the stories after splitting still have to follow the model. Many new agile teams attempt to split stories by architectural layer: one story for the UI, another for the database, etc. This may satisfy small, but it fails at independent and valuable. Over my years with agile, I’ve discovered nine patterns for splitting user stories into good, smaller stories. (Note: As with any pattern language, I didn’t invent these patterns, I’ve just observed and compiled them. How Small? How small should stories be? When you’re in a planning meeting and you hit your trigger estimate, pull out the cheat sheet at the end of this article and try a few of the patterns until you find a good split. Which Pattern to Use You’ll often find that you can split a story using several of the patterns. Pattern #1: Workflow Steps Conclusion
Why Buyer Persona Development Should Be a Team Effort High quality buyer personas enable marketing teams to create content that is compatible with the wants and needs of a business' ideal customer. They serve as a foundation for great content strategies, informing everything from blog titles to proper distribution. We know this. However, marketers aren't the only ones who should have a say in the development. While buyer personas certainly enable marketers to create targeted content, it's that targeted content that attracts high quality leads for sales to close and client services to work with. If your personas don't reflect a collaborative effort between all departments, it's going to influence everyone's ability to do their job correctly. Are you picking up what I'm putting down here? If so, we've outlined how to go about collecting the company-wide insights you need to transform your buyer personas from vague to invaluable. Client Services Helps Marketing Consolidate Interviewees Provide a Structure for The Personas Looking for more guidance?
Design Thinking With Persona Manifesto for Agile Software Development INVEST in Good Stories (French) In XP, we think of requirements of coming in the form of user stories. It would be easy to mistake the story card for the “whole story,” but Ron Jeffries points out that stories in XP have three components: Cards (their physical medium), Conversation (the discussion surrounding them), and Confirmation (tests that verify them). A pidgin language is a simplified language, usually used for trade, that allows people who can’t communicate in their native language to nonetheless work together. But what are characteristics of a good story? I – IndependentN – NegotiableV – ValuableE – EstimableS – SmallT – Testable Independent Stories are easiest to work with if they are independent. We can’t always achieve this; once in a while we may say things like “3 points for the first report, then 1 point for each of the others.” Negotiable… and Negotiated A good story is negotiable. Valuable A story needs to be valuable. This is especially an issue when splitting stories. Estimable Small Testable
The Complete Beginner's Guide to Creating Marketing Personas 4.7K Flares Filament.io 4.7K Flares × I am writing this post to Dan, Mary, Steven, and Rachel—one of whom is likely you. You see, Dan, Mary, Steven, and Rachel are personas, created with a combination of raw data and educated guesses, representing slices of this blog’s readership. Dan could be you, and Mary could be your coworker. What these sketches provide is a touchstone for creating content: When I can put a name and a background to the people reading what I write, I can hopefully meet their needs even better. The same holds for marketing and sales. The basic marketing persona template I love this description of a marketing persona from the team at Krux: With personas, businesses can be more strategic in catering to each audience, internalize the customer that they are trying to attract, and relate to them as human beings. So how many of these “human beings” do you need to create? Many of these templates include the same basic information. Name of the persona Job title Demographics P.S.
Personas Website designers often use personas to insure the design will meet users' needs. "A persona is a character sketch that represents a particular segment of the target audience," according to Steve Mulder, author of The User is Always Right: A Practical Guide to Creating and Using Personas for the Web. "With personas website designers can focus on how the website will be used instead of how the technology should work. Instead of asking how a feature should work, the designer can ask, 'What would Francis do?'" Seven personas were developed to inform the Library Website Redesign. For those interested, the detailed personas are below: Name: AdeebAge: 20Location: Stanford campus - Toyon Hall (undergrad housing)Job Title: SophomoreWhat types of activities do they do online: Social sites, gaming, movies/music, Google Scholar for research. Find primary sources (pictures from the archives, manuscript - original item); use advanced searchFinds out how many books she has out and when they are due.
The Kaizen Project Whereas the traditional "waterfall" approach has one discipline contribute to the project, then "throw it over the wall" to the next contributor, agile calls for collaborative cross-functional teams. Open communication, collaboration, adaptation, and trust amongst team members are at the heart of agile. Although the project lead or product owner typically prioritizes the work to be delivered, the team takes the lead on deciding how the work will get done, self-organizing around granular tasks and assignments. Agile isn't defined by a set of ceremonies or specific development techniques. Rather, agile is a group of methodologies that demonstrate a commitment to tight feedback cycles and continuous improvement. The original Agile Manifesto didn't prescribe two-week iterations or an ideal team size. Teams choose agile so they can respond to changes in the marketplace or feedback from customers quickly without derailing a year's worth of plans.
Planning poker Planning poker, also called Scrum poker, is a consensus-based technique for estimating, mostly used to estimate effort or relative size of development goals in software development. In planning poker, members of the group make estimates by playing numbered cards face-down to the table, instead of speaking them aloud. The cards are revealed, and the estimates are then discussed. By hiding the figures in this way, the group can avoid the cognitive bias of anchoring, where the first number spoken aloud sets a precedent for subsequent estimates. The method was first defined and named by James Grenning[1] in 2002 and later popularized by Mike Cohn in the book Agile Estimating and Planning,[2] whose company trade marked the term. Process[edit] The reason[edit] The reason to use Planning poker is to avoid the influence of the other participants. Equipment[edit] Planning poker is based on a list of features to be delivered and several copies of a deck of numbered cards. Planning Poker card deck
La méthode des PERSONAS Quelques éléments de définition… Un PERSONA, c’est un utilisateur-type (le fameux archétype), une représentation fictive des utilisateurs cibles, qu’on peut utiliser pour fixer des priorités et guider nos décisions de conception d’interface. La méthode des PERSONAS est une technique de conception centrée Utilisateurs, initiée par Alan Cooper en 1999. Cette méthode permet d’offrir une vision commune et partagée des utilisateurs d’un service ou d’un produit, en insistant sur leurs buts, leurs attentes et leurs freins potentiels, et en proposant un format des plus engageants. La démarche … Du collaboratif AVANT TOUT… avec quelques ateliers de travail, pas mal d’entretiens, et l’épluchage de diverses sources, pour recueillir l’ensemble de faits nécessaires à la construction des PERSONAS. Une démarche en 3 temps:PREPARER – CONSTRUIRE – COMMUNIQUER ET UTILISER… 1 Préparer Le démarrage dont tout va dépendre. 2 Construire La phase la plus délicate. 3 Communiquer et Utiliser Quelques liens:
DIY User Personas | UX Lady Probably you already know what a persona is –if don’t check this -, and probably you, like me, build your first persona using some of the thousands personas layout you can find in the internet. But as has happened to me you’ve probably also discovered this is not easy work… But you know, I love recipes, so here you have my own recipe to build user personas, step by step including 10 elements your persona should have. I create this guideline with the purpose to make the process of create personas a simple fill in the blank work, so I think could be useful for you too. The guideline it is structured in 3 points: How to, with the step by step guide and the Interviews process.Layout, presenting the persona layout I use with 10 basic elements.Elements were I describe in details each one of the elements of the layout and the method used to obtain the information and measuring. Each point follows a What? 1.1 Step by step (Modeling personas) What? A persona should include: Why? How? 3.1 Profile: Why ?
Lean Startup Early business development tool Lean startup is a methodology for developing businesses and products that aims to shorten product development cycles and rapidly discover if a proposed business model is viable; this is achieved by adopting a combination of business-hypothesis-driven experimentation, iterative product releases, and validated learning. Lean startup emphasizes customer feedback over intuition and flexibility over planning. This methodology enables recovery from failures more often than traditional ways of product development. [1] Central to the lean startup methodology is the assumption that when startup companies invest their time into iteratively building products or services to meet the needs of early customers, the company can reduce market risks and sidestep the need for large amounts of initial project funding and expensive product launches and financial failures.[2][3] Overview[edit] Precursors[edit] Lean manufacturing[edit] Customer development[edit] Principles[edit]