Agile and Lean Foundations
Core Concepts
Agile is a mindset defined by the Agile Manifesto’s four values and twelve principles. Candidates must know the values (individuals and interactions over processes and tools; working software over comprehensive documentation; customer collaboration over contract negotiation; responding to change over following a plan) and understand that the right-hand items still have value-the left is simply valued more. Lean thinking, derived from Toyota, adds concepts like value stream mapping, waste elimination (muda), flow, pull, and continuous improvement (kaizen). Key frameworks include Scrum (roles, events, artifacts), Kanban (visualize work, limit WIP, manage flow), XP (engineering practices), and SAFe (scaling).
Traps
Questions often test whether you can distinguish Agile from “doing Agile.” A common trap is choosing a ceremonial answer (e.g., “hold a daily standup”) when the question asks for the underlying principle. Another trap is confusing Lean’s seven wastes (defects, overproduction, waiting, non-utilized talent, transportation, inventory, motion, extra processing) with Agile practices. Also, don’t equate Agile with “no documentation” or “no planning”-both exist but are right-sized.
Worked Example
A team is asked to reduce delivery time. They map their process and discover that work waits 5 days for testing after coding is complete. Using Lean flow principles, they reduce batch size and cross-train developers to test, cutting wait time. The correct answer in an exam would emphasize limiting WIP and reducing batch size, not adding more testers.
Rule of Thumb
When in doubt, choose the answer that increases collaboration, delivers value sooner, or embraces change-these align with the Agile Manifesto.