About a year ago, Atlassian took to Twitter with their #RetroOnAgile campaign and asked followers to tweet something they liked and something they wished about agile. Under my @MomofXandM handle, I tweeted the following responses: “#ILike the Agile principles and values. #RetroOnAgile” and “#IWish more folks followed the Agile principles and values rather than trying to hammer away on process and methodology. #RetroOnAgile”
I still like the agile principles and values, and I still wish more folks would stick to the basics outlined in them. Instead, command-and-control runs rampant in Corporate America, and now more than ever we all seem beholden to process and methodology.
What should we do about this? As ScrumMasters it’s our job to coach our team to better practices, so I think a return to the basics might be well-warranted. I am therefore setting out to do a series of posts focusing on agile principles and values, so that I can re-center myself and my teams on the simplicity that matters. Let’s start with an overview.
Many know the story behind the Agile Manifesto. 17 developers met at a ski lodge in Utah to discuss the way software development seemed to be going at that time. They weren’t happy with the hyper focus on processes, tools, reems of documentation, and constant contract negotiation, so they penned the manifesto.
We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
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.
There were 12 principles behind the manifesto. These coupled with the manifesto birthed the Agile movement. There were plenty of forerunners, but these are the principles the Agile community points back to regularly. Some even treat these words like gospel.
- Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
- Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage.
- Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
- Business people and developers must work together daily throughout the project.
- Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
- The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
- Working software is the primary measure of progress.
- Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
- Continuous attention to technical excellence and good design enhances agility.
- Simplicity–the art of maximizing the amount of work not done–is essential.
- The best architectures, requirements, and designs emerge from self-organizing teams.
- At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
In the coming weeks, I’ll explore each principle and value in more depth. I welcome feedback and conversation, and it’s my hope that you take these discussions back to your teams.