A sound idea is a form of energy. It can not be destroyed. It evolves from inspiration, to a function of preparation, then determination - till the ideator's dream becomes actualized in real lifeAt the very least, success is a second iteration of the original, unscripted IdeaSo your idea refinement process needs to be test-drivenTestDetermine on time if investment in terms of effort and time is worth itWork SmartFail early, fail often,Success lies on the paths yet to be treaded,Open your mind,Think Disruption,Be FlexibleBe AGILEI think this is an idea worth sharing

The essence of Agile movement, whether in new product development, new service offerings, software applications, or project management, rests on two foundational goals: delivering valuable products to customers and creating working environments in which people look forward to coming to work each day.

Agile does not mean laissez-faire, flexibility and freedom are based on the well-defined principles.

Change is not for its own sake, it’s the means to the end, not the end.

A value-added step in a process is defined by three characteristics. First, the step must be something that the customer is willing to pay for. Second, the step must directly change the form, fit, or function of something to produce a product or service. The final characteristic of a value-added step is that it is so important that it must be done right every time to successfully produce the intended product or service.

But I should caution that if you seek to plot out all your moves before you make them—if you put your faith in slow, deliberative planning in the hopes it will spare you failure down the line—well, you’re deluding yourself. For one thing, it’s easier to plan derivative work—things that copy or repeat something already out there. So if your primary goal is to have a fully worked out, set-in-stone plan, you are only upping your chances of being unoriginal.

Agile is more a “direction,” than an “end.” Transforming to Agile culture means the business knows the direction they want to go on.

Agile Project Management focuses on selecting the right skills for project team members and molding them into productive teams.

In fact, in an agile project, technical excellence is measured by both capacity to deliver customer value today and create an adaptable product for tomorrow.

Agile Project Management -like its lean development counterparts- streamlines the development process, concentrating on value-adding activities and eliminating overhead and compliance activities.

If your goal is to deliver a product that meets a known and unchanging specification, then try a repeatable process. However, if your goal is to deliver a valuable product to a customer within some targeted boundaries, when change and deadlines are significant factors, then reliable Agile processes work better.

Innovative ideas aren't generated in structured, authoritarian environments but in an adaptive culture based on the principles of self-organization and self-discipline.

Agile and DevOps are for harnessing integration, interaction, and innovation.

Agile is more a “direction,” than an “end,” a philosophy and mindset at board level.

Agile retrospectives are a great way to continuously improve the way of working.

One of the reasons to see improved productivity in Agile is because of the simplicity principle.

Agility within and of itself is a strategy.

Delegation is not a binary thing. There are shades of grey between a dictatorship and an anarchy.

The beauty of agile comes in with its incremental nature and use of empiricism to focus on three “I”s - Interaction, Iteration, and Improvement.

Half, Not Half-Assed

The more detailed we made our plans, the longer our cycle times became

You can only fail better only if you learn from failures. And then failing is something that prompts you to move ahead.

Orchestrating a diversified team can indeed enhance the higher level of harmony.