Wednesday, August 28, 2019
Describe the Assessment Form Dr Agile Webside Essay
Describe the Assessment Form Dr Agile Webside - Essay Example Agile assessment. This is an interpretation of the Dr. Agile test results and questionnaire, which explain the relevance of the results in context According to the results of the Dr. Agile analysis, in the practice of ââ¬ËManaging Requirements Using a Backlogââ¬â¢, the team was rated ââ¬Å"Not Suitableâ⬠by 28% in the field of ââ¬ËWelcoming constant changeââ¬â¢ and ââ¬Å"Partially Suitableâ⬠by 60% in the areas of ââ¬ËImportance of Prioritizingââ¬â¢ and ââ¬ËRealizing the Evolutionary Nature of Software Developmentââ¬â¢ (Dr. Agile, 2010). These results indicate that the team needs additional work in adjusting to changing circumstances and acclimating themselves to the field of software development and technology. The rapidly expanding technological market brings constant changes to the work environment and employees within this field must be able to adjust to the daily changes that may occur so they will be better able to service their customers. In the remaining field of ââ¬ËManagement Buy-inââ¬â¢, the team was rated as ââ¬Å"Largely Suitableâ⬠by 73% (Dr. Agile, 2010). ... Agile, 2010). These indications mean that the team requires work in these areas before they can successfully adopt these practices into their work scheme. The characteristic of ââ¬ËHandling Stressââ¬â¢ was rated as ââ¬Å"Largely Suitableâ⬠by a margin of 61% and ââ¬ËBuy-in of the Development Teamââ¬â¢ was rated ââ¬Å"Largely Suitableâ⬠by 83% (Dr. Agile, 2010). The ââ¬Å"Group Estimationâ⬠practice achieved a 28%rating of ââ¬Å"Not Suitableâ⬠in the characteristic of ââ¬ËMulti-Disciplined Team Membersââ¬â¢ and the practice of ââ¬Å"Self-Organized Teamsâ⬠received the same rating for the same characteristic (Dr. Agile, 2010). This reveals the necessity for strong supportive training in the area of working collectively to achieve a goal and independent decision-making. In the practice of ââ¬Å"Group Estimationsâ⬠, the team was rated ââ¬Å"Largely Suitableâ⬠by 73% in the characteristic of ââ¬ËManagement Buy-inââ¬â¢ and à ¢â¬Å"Fully Suitableâ⬠by 93% in the characteristics of ââ¬ËTrust between Management and Team Membersââ¬â¢ and ââ¬ËDeveloperââ¬â¢s Buy-inââ¬â¢ (Dr. Agile, 2010). They also earned the ââ¬Å"Fully Suitableâ⬠by 93% rating in the characteristic of ââ¬ËDeveloperââ¬â¢s Buy-inââ¬â¢ within the practice of ââ¬Å"Daily Standup Meetingâ⬠and ââ¬ËManagement Buy-inââ¬â¢ and ââ¬ËTrust between Management and Team Membersââ¬â¢ within the practice of ââ¬Å"Self-Organized Teamsâ⬠(Dr. Agile, 2010). The characteristics of ââ¬ËManagement Buy-inââ¬â¢ in the practice of ââ¬Å"Daily Standup Meetingâ⬠and ââ¬ËDeveloperââ¬â¢s Buy-inââ¬â¢ in the practice of ââ¬Å"Self-Organized Teamsâ⬠both received the rating of ââ¬Å"Largely Suitableâ⬠by 83% (Dr. Agile, 2010). Overall, the ratings demonstrate the strengths and weaknesses of the team as a whole and demonstrate which areas need
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