Agility improves software. But not all IT deliverables are software. Data and analytics technical professionals must apply agility selectively. This document shows how to adapt agility to non-software endeavors like data management. (Maverick research exposes unconventional thinking and advice.)
- Specific Maverick Caution
- Maverick Findings
- Maverick Recommendations
- Searching for Evidence of the Problem: An Easy Task
- Everything Is Not Software Development, and Vice Versa
- Data Management Is Not Software Development, and Vice Versa
- Case Study: Data Management and Agility
- Say “No” to Agility
- Say “Yes” to Agility
- Technician, Heal Thyself
- Articulate First Principles for Your Profession
- Interpret the First Principles of Your Profession
- Data Is a Cultural Phenomenon
- Data Has Patterns
- Data Exists Independent of the Processes That Manipulate It
- Data Has a Life Cycle
- Humans Form Taxonomies From the Middle Layers Outward
- Humans Are Comfortable With Various Metamodels
- Data Management Professionals Deliver Data
- Human Rules About Data Fall Along a Spectrum
- Interpret the Agile Manifesto and Agile Principles
- Value: Individuals and Interactions Over Processes and Tools
- Value: Working Software Over Comprehensive Documentation
- Value: Customer Collaboration Over Contract Negotiation
- Value: Responding to Change Over Following a Plan
- Principle: Highest Priority Is Software
- Principle: Welcome Changing Requirements
- Principle: Deliver Working Software Frequently
- Principle: Business People and Developers Must Work Together
- Principle: Build Projects Around Motivated Individuals
- Principle: Use Face-to-Face Conversation
- Principle: Working Software Is the Primary Measure of Success
- Principle: Agile Processes Promote Sustainable Development
- Principle: Continuous Attention to Technical Excellence
- Principle: Simplicity Is Essential
- Principle: Use Self-Organizing Teams
- Principle: At Regular Intervals, the Team Reflects, Then Improves
- Update Your Practices
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