Agile Manifesto Values

Agile Manifesto - Values In 2001, a group of expert software development professionals met to agree on a common set of guiding principles that would shift the way teams approached software delivery. This set of values was called “The Agile Manifesto”: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. 2 Charter : Confidential

Agile Manifesto – Individuals and interactions Individuals and interactions over processes and tools People create software Human understanding is crucial CASE in the 1980s didn’t work for a reason Processes and tools don’t understand the goal Team members should become experts with the business problem Interactions cause understanding Discussing a problem causes thinking (aha moment when asking a question) Interaction between disciplines causes understanding Charter : Confidential 3

Agile Manifesto - Working software Working software over comprehensive documentation Customer wants software, not documentation Documentation is hard to understand Feedback is more valuable Partial software can have value Documentation becomes an anchor Future changes require documentation changes first Documentation becomes a reference point for disagreement Software is the best documentation Documentation is what the software SHOULD do Documentation is dated the moment it’s approved Charter : Confidential 4

Agile Manifesto - Customer collaboration Customer collaboration over contract negotiation Customer is a part of the solution Customers are encouraged to interact with the team Quick feedback keeps the effort on track Contract negotiation doesn’t advance the software Approving a contract gives a false sense of accomplishment / control Contracts are dated the moment they are approved The moment requirements are changed, the contract becomes a problem Charter : Confidential 5

Agile Manifesto - Responding to change Responding to change over following a plan Responding is key Quick, small adjustments minimize the pain Digging in just delays the inevitable Change will happen Timeline – we need to beat the competition to market Scope – The one more marketing bullet point Resource – The QA lead quit, but we can’t replace her “I have always found that plans are useless but planning is indispensable” Dwight D. Eisenhower, 1957 Charter : Confidential 6