Gain insights into applying Agile methods in large projects and teams. Explore challenges, best practices, and strategies to secure organizational buy-in for successful implementation.

Agile methods allow us to handle rapidly changing requirements, typical in most software projects. These methods are conventionally used for small teams and software projects. However, in this course, you will learn how to effectively apply Agile methods to large software projects and large teams.

You’ll start with a recap of the Agile Manifesto, followed by a description of the common challenges associated with Agile methods in the context of large software projects. You’ll learn how Agile approaches have been applied to build responsibility. Next, you’ll learn about approaches to apply Agile methods in the processes. You will then learn best practices for applying Agile methods such as software testing, and software architecture. 

This course provides insights into successful and unsuccessful approaches to introducing agility to teams, processes, and technology aspects of large projects. It also teaches strategies to secure organizational buy-in for agility in the context of large projects and teams.

Applying Agile Methods to Large Teams and Projects

> Believe nothing,\
no matter where you read it,\
or who said it,\
no matter if I have said it,\
unless it agrees with your own reason\
and your own common sense. <br><br>
—Gautama Siddhartha Buddha

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## Most crucial success factors
When reflecting on the different success factors, it all comes down to communication and continuous feedback. Where feedback can be gained technically via tests and the like, it seems to be more important to obtain the personal feedback of the teams and individual project members.

Retrospectives are a great means for this exchange. However, we can learn the most by speaking directly with the individual project members. The roots of problems often have many facets, which (along with their corresponding solutions) are well-known by people most of the time, but are badly expressed (if at all). In order to succeed, this knowledge has to be uncovered by the change agent.

## Stability is negative!
Another important point is that stability is much more negative than it is thought to be. Whenever somebody asks me to stabilize something—for instance the process or the architecture—I wonder why I am being asked to help this thing die. As long as we are allowed to learn, things will change and therefore they will not be stable.


Read the author's closing remarks and their afterthoughts on agile in the large.

Introduction to the Course

Agility and Largeness

Dealing with Large Teams

Dealing with the Process

Dealing with the Technology

Dealing with the Company

Putting It All Together: A Project Report (Case Study)

Final Thoughts

Closing Remarks

Most crucial success factors