دانلود کتاب توسعه Agile سفارشی- ایجاد چارچوب‌های چابک نوآورانه برای مطابقت با نیازهای تجاری شما

I simply seek to tap into our intuitive agility before we force fit ourselves into a framework, a manifesto, or a way of working. Most importantly, I wanted to address difficulties that teams were facing while adopting agile, Scrum in particular. I look into why agile is a social change before anything else. And in business, I look into what failed in principle that brought us to the Agile Manifesto, what values we need to uphold and seek within before tweaking industry standard frameworks, and what methods of working can help understand ourselves better. I wanted to understand how professionals are continuing in a broken world and why so. Packing all this into one book was a bold attempt, but I believe my readers will resonate with me, because your experiences and mine come from a broken world and human behavior.
Many companies are already tweaking Scrum, and for many, Agile exists in different flavors. This is not true for all companies of course. We have practitioners who follow the Scrum guide to the last word. However, I realized that some industry professionals simply do not resonate with Agile at all. They would give me flat answers – “It did not work for us.” “We tried; it does not fit the bill.” “We are comfortable without it, why should we switch at all?” And then came my personal experiences, where small companies thought they were being agile but were defeating agile completely. I wanted to understand where things were going wrong.
This book therefore became essential to voice my opinion to specify that if you are to modify existing frameworks in agile or create custom frameworks of your own (which I saw people doing), then at least don’t defeat agile in principle. If you are adopting agile, from a non-agile background, don’t think of it as a shift. It’s within you already. A lot of thought has gone into the principles that the agile manifesto brings forth, and an equal amount of thought has gone into making its frameworks. Deep dive into what goes into a framework, and then, if you wish to customize a tried and tested way of doing things, go ahead with it.
Along the way, I also talk of where you’ll fall when you defeat your own values for the sake of work. Who you are and what you become through work is a huge part of agility. We need to be agile in our regular lives. The words “human centric,” “agile,” “empiricism,” and “Lean” have been used so often at work that people forget it’s a part of them that is being appealed to through these philosophies and not an external organization or process. Since people have already reached the awareness that agile is a mindset, and not a process, we are not far from the day where we organize stress management through agile methods as well. Who knows! We’ve got to be agile in society; we’ve got to understand the word and implications on a cellular level and wherever that takes us.
Throughout my book, I have cited researchers’ notes and voices from the field – not because I wanted to borrow from their understanding but because I wanted to highlight how different people have said the same thing through the ages. My citations, however, are not to be taken as an absolute. It is up to the reader to explore further and gain an understanding that resonates with the individual self. As is every other journey at work, your agile journey cannot be decoupled from your awareness of your higher self.