“agile manifesto”

Agile manifesto

The agile manifesto (which you can read at http://www.agilemanifesto.org) is the result of a meeting at the Snowbird ski resort in Utah in 2001. Prior to that date, the individual agile processes were referred to as lightweight. I think it was a good idea renaming it to agile because lightweight could have given the impression that it is easy to do and that heavy things were left out. Lightweight could also lead someone to believe that it was incomplete. Once you implement agile development practices, you will see that doing so can actually be difficult and that agile practices are not incomplete. The word agile, however, presents a challenge for the community. Nobody likes to admit that they are not agile, so some developers who call themselves agile are, in reality, not agile in our definition of the practices.

Despite any small misgivings about the name, all 17 participants at the ski resort defined the process and signed the manifesto, which was to become the measure of agility in the years to come. I remember the release of the manifesto, which immediately gave the industry a tangible definition of agile and ground rules for adding new ideas in the future. Still today, the manifesto provides clear direction and is used to discuss and compare agile methodologies. More important in my opinion, the manifesto provides one common roof for all agilists, whatever their favorite agile methodology might be. Here are the core values of the manifesto:

  • Individuals and interaction take precedence over processes and tools.

  • Working software takes precedence over comprehensive documentation.

  • Customer collaboration takes precedence over contract negotiation.

  • Responding to change takes precedence over following a plan

By the end of 2007, more than 4,700 professionals across the information technology (IT) industry had agreed to and signed the manifesto. Among the 17 authors of the manifesto were representatives from the Scrum, Extreme Programming, DSDM, and crystal clear methodologies.

Source: https://ptgmedia.pearsoncmg.com/images/9780735625679/samplepages/9780735625679.pdf

Agile goals

Agile is a way to manage projects. It can be used for virtually anything, but it was founded in software development. This handbook focuses on agile for software development, but many of the principles can be expanded to other fields. Agile breaks down larger projects into small, manageable chunks called iterations. At the end of each iteration (which generally takes place over a consistent time interval) something of value is produced. The product produced during each iteration should be able to be put into the world to gain feedback from users or stakeholders. Unlike Waterfall project management, which is strictly sequenced: you don’t start design until research is done and you don’t start development until the designs are signed off on; agile has designers, developers and business people working together simultaneously.

As made popular by the “Agile Manifesto”, agile 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

Agile realizes that software (and marketing) projects are inherently unpredictable. Over the course of any project there are likely to be changes. Be it market changes or feature changes as the product comes to life. Agile embraces this unpredictability. By breaking down projects into small chunks, it makes it easy to prioritize and add or drop features mid project. Something that is impossible in traditional waterfall projects.

Source: http://agilehandbook.com/agile-handbook.pdf