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Agile Foundation (by Agile Consortium) by Mind Map: Agile Foundation (by Agile
5.0 stars - 9 reviews range from 0 to 5

Agile Foundation (by Agile Consortium)

What is Agile NOT

Quick and dirty

Developers party time

Do what we like

A method


No documentatiton

Part of the solution

Official website

Customer and stakeholder involvement

Measure customer satisfaction

Identify and understand project stakeholders

Setup customer representatives to interact with the development team

Gather requirements using agile requirements techiques:

user stories

test cases

use cases

Handle and prioritize changes by interacting with customers

Engage the right people in decisions

Handling team dynamics

Celebrate small victories

Bring together the right team skills

Trust the team

Encourage individuals to self select tasks

Setup collaborative work environment

Create team working agreements

Preferably co-locate team members

Size the team based on estimated project effort

Prioritisation, planning and delivery

Establish clear purpose and scope (establish the project charter that gives the overall picture of the product and the business value)

Deliver running product at the end of each iteration

Deliver using features based rather than task based approach

Create and maintain release plans and iteration plans

Estimate at least one agile estimation technique

user story points

wide band delphi

yesterday's weather

planning poker

Fix the time, vary the scope

Prioritize requirements by business value and risk

Recognize the need to establish a technical environment that supports iterative and incremental delivery:

source control


automated testing

continuous integration

daily builds

Feedback and adaptation

Reflect periodically using a retrospective, introspective, or reflection workshop

Quick daily meetings

a.k.a. daily standups

a.k.a. washups

Establish feedback - daily and after each iteration

Measure and visibly communicate project velocity, plans, and progress

Converge on accurate requirements by demonstrating features

Adjust requirements and plans continuously throughout the project

Handle issues

Individual leadership style

Be aware of the following leadership behaviors:




tactical (immediate results)





Replace negotiation with collaboration

Leadership skills

Control vs facilitating the team

Tasking people vs self organizing

Use basic facilitation skills:

how to run a meeting

how to teach people

how to be in a meeting

decision making

team norms



Choose iteration length based on project characteristics

Recognize the need to assess and tailor process to project characteristics


User participation for checks

Continuous Testing (CT)

Testing against benefits (verification)

Automated testing

Test Driven Development (TDD)

This freeware, non-commercial mind map (aligned with the newest version of Agile Foundation qualification by Agile Consortium) was carefully hand crafted with passion and love for learning and constant improvement as well for promotion the Agile philosophy and as a learning tool for candidates wanting to gain Agile Foundation qualification. (please share, like and give feedback - your feedback and comments are my main motivation for further elaboration. THX!)

Questions / issues / errors? What do you think about my work? Your comments are highly appreciated. Please don't hesitate to contact me for :-) Mirosław Dąbrowski, Poland/Warsaw.


Agile Foundation is an entry level qualification developed and maintained by Agile Consortium (founded and held by co-author of Agile Manifesto - Arie van Bennekum)

Agile Consortium

Roles and responsibilities


Orange, Business intrest roles representing the business view, Typically taken by business personnel

Blue, Management intrest roles representing the management / leadership view, Managing or facilitating the management/leadership aspects of the project

Green, Technical intrest roles representing the technical view, Contributing to technical consistency, design or development of the solution

Grey, Process intrest roles representing the process view, Facilitating the process aspects of the project

The team is:

Self-sufficient, Having all the skills needed within the team to deliver and test products.

Cross-functional, Without demarcation by role e.g. analyst, developer, tester, everybody is expected to perform any type of work needed to get the job done.

Small (7 +/- 2), AgilePM® suggests that the optimum SDT size is 7 +/- 2 people - at this level, the team can communicate with one another with the minimum of formality, minimum of management overhead.., see George A. Miller: "The Magical Number Seven, Plus or Minus Two: Some Limits on Our Capacity for Processing Information"

Autonomical, Yet SDTs do not work in a vacuum., Autonomy is the degree to which the execution of task offers freedom, independence and discretion in the scheduling of work and determination of how it is to be completed., External Autonomy, Internal Autonomy, Individual Autonomy

Accountable, SDTs are accountable for fulfilling the goal(s) they have taken on.

Collaborative, Download: 17 Indisputable Laws of Teamwork by John Maxwell, Improved collaboration between peole correspondingly increases the opportunities for people to learn from one another.

Based on trust and respect, Trust but verify and then guide

Ideally static, Most successful with long-term, full-time membership., Minimal to zero variations in team members (at least per Increment)., Subject to re-structuring if team is not working.

Ideally collocated, Most successful when located in one team room (particularly for the first few Timeboxes)., Body language, Informal face to face communication, Collocated mentally not only phisically., "Ensure your documentation is short and sharp and make much more use of people-to-people communication." Bentley & Borman, 2001

Business Sponsor

Owns the business case

Ensures ongoing viability in line with the BC

Ensures funds and resources

Ensures decision making process for escalations

Responds rapidly

Business Visionary

Owns wider implications in business change

Defines business vision

Communicates and promotes vision

Monitors progress in line with the vision

Contributes to requirements, design and review sessions

Approves changes to high level requirements

Ensures collaboration across business areas

Ensures business resources

Promotes the vision into the working practice

Arbitrates in disagreements between team members

Project Manager

Communicates with senior management and project governance

Ensures high level planning

Monitors progress against baselined plans

Manages risks and issues, escalates when needed

Managing overall project configuration

Motivates and facilitates the team

Manages business involvement

Resources specialists when required

Handles problems escalating from the Solution Development Team

Coaches the SDT

Technical Coordinator

Agrees and controles technical architecture

Determines technical environment

Identifies and owns related risks, escalates when needed

Ensures NFR are achievable and met

Ensures adherence to technical standards and best practices

Controls technical configuration of the solution

Manages technical issues of go live

Resolves technical disputes

Solution Development Team (SDT)

Team Leader (Scrum Master), Guides team to meet objectives, Escalates to PM, Plans, schedules and coordinates at the detailed level

Business Ambassador (Product Owner), From the related business area, Provides business related information, Specifies, reviews and tests the evolving prototype, Promotes to the business area

Business Analyst, Fully integrated in the SDT, Bridges between business ad technique, Ensures business objectives are analysed and correctly reflected to the team

Solution Developer, Interprets requirments into a proper solution, Ensures both functionals and non-functionals, Ideally fully allocated to the project, The project is their number 1 priority

Solution Tester, Tests the evolving solution, Works according to the Technical Testing Strategy, Is fully integrated in the SDT, Assists Business Ambassadors in their reviews

Business Advisor, Often a peer of the Business Ambassador, Brings in very specific knowledge, Both in development and testing

Technical Advisor, Brings in very specific technical expertise, Supports often regarding to:, Requirements, design and review sessions, Operational perspective for day to day decisions, Operational acceptance testing, Development of support documentation, Training of operations and support staff

Supporting Roles

Workshop Facilitator (WF), Independent from project team and client., Independent of workshop outcome., Managing the workshop process., Responsible for the context of the workshop, not the content., Catalyst for preparation and communication., Responsibilities, For each workshop:, Agreeing the scope of the workshop with the workshop owner, Planning the workshop, Familiarisation with the subject area of the workshop, Engaging with participants to:, Confirm their suitability as a participant (in terms of knowledge and state of empowerment), Ensure their full understanding of the workshop objectives, Understand any major areas of interest and concern in the subject area, Encourage completion of any required preparation work, Facilitating the workshop to meet its objectives, Reviewing the workshop against its objectives

Agile Coach (AC), Key to helping a team with limited experience of using Agile to get the most out of the approach within the context of the wider organisation in which they work., Should ideally be independently to ensure competence to fulfil this role., For teams new to agile, it often makes sense to have a part-time experienced coach working with the team for a few iterations for more., In Scrum, this role is part of the Scrum Master role., Responsibilities, Embedding the Agile framework., Providing detailed knowledge and experience of Agile to inexperienced agile teams, Tailoring the Agile to suit the individual needs of the project and the environment in which the project is operating, Helping the team use Agile techniques and practices and helping those outside the team appreciate the Agile philosophy and value set, Helping the team work in the collaborative and cooperative way demanded by Agile and all agile approaches, Building Agile capability within the team


Yesterday’s Weather

Test Driven Development (TDD)

Facilitated workshops







Lessons learned

The 8 habits of highy effective Agile people (Agilists)

1. Heartbeat

face2face (F2F) end user participation for validation and verification, validation, verification

Brings acceptance and a match with the business

2. Daily's

face2face group communication on progress and lessons learned

To have almost real time insight on where we are as a team

3. Prototyping

Presenting real product to the customer / users

Common language from an early stages of the project

Brings understanding, quality and clarity

4. Continuous testing

Continuous valutation of content and process through the project cycle

Brings quality, decreases re-work

5. Timeboxes / Sprints

Short delivery cycles for regular checks and acceptance

Brings quality, decreases re-work

6. MoSCoW

Continuous selection

Avoids project obesity and therefore brings quality

7. Visual Management

a.k.a. Information Radiators

Group information visualized in the team are

To have all stakeholders informed at all times and avoid document redundancy

8. Pair and Refactor

Write code for who comes after you, not for the computer

Agile Values (from Agile Manifesto)

Value individuals and interaction

... over processes and tools

Value working solutions

... over comprehensive documentation

Value customer collaboration

... over contract negotiation

Value responding to change

... over following a fixed plan

The Agile Manifesto and the principles are about interaction

Agile is an interaction concept

Applying Agile is about facilitating that The right people with different expertise act as 1 empowered team and talk at the right moment about the right content the right way

What is Agile?

An interaction concept

An umbrella expression covering multiple methods

A disciplined process

Full delivery

Creating organizational or business value

Do what the business needs


The rationale for using Agile

Why many projects are percieved as not successful?

The solution does not deliver what the business needs

The solution has a lot of hindering errors

The solution has overall a poor performance

The solution is not accepted by the end user population

The solution is very difficult to maintain

The project runs over time and over budget

WHY? - Observations, the causes, No SMART objectives, no course, No selection, just growth, No end-user participation, no acceptance, No validation, lots of rework, No verification, no business value

It solves communication problems

It avoids a late or delayed ROI

shorter time to market

It delivers what the business wants / expects

It delivers what the business needs - based on increasing insight(s)

It avoids over-engineering

a.k.a. gold plating

It avoids unused features

a.k.a. fatware

The success factors of Agile development

Strong Foundations, to create a shared objective and working agreement

Focus on the core of agile to facilitate the HOW

Visual management to avoid redundant silo work

Documentation just enough because we need it

Size, skills and stability of the team

Vertical commitment, facilitate the team

Management commitment, to create a suitable platform

Synchronize all involved, to have a common language

Walk as you talk, to lead by example

Empower people, facilitate the process

Don’t invent the wheel, get a coach

Walk as you talk, role model as management