Principles behind the Agile Manifesto

Josh’s Note:  I have found that these principles can be a driving force even when the project is not a software development project.  These principles apply to any and all business practices where one wishes to remain “agile” and effective. . .  I have added notes in brackets (sorry Agile Manifesto creators) that I feel transcend software development.

We follow these principles:

  1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software [products].
  2. Welcome changing requirements, even late in development [and close to completion]. Agile processes harness change for the customer’s competitive advantage.
  3. Deliver working software [the product or valuable segments of the product] frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
  4. Business people and developers [valuable resources] must work together daily throughout the project.
  5. Build projects around motivated individuals.  Give them the environment and support they need, and trust them to get the job done.
  6. The most efficient and effective method of conveying information to and within a development [you can omit development here if you want] team is face-to-face conversation.
  7. Working software [products] is [are] the primary measure of progress.
  8. Agile processes promote sustainable development [product output]. The sponsors, developers [valuable working resources], and users should be able to maintain a constant pace indefinitely.
  9. Continuous attention to technical [you can omit technical here] excellence and good design [architecture, anyhow, anyway] enhances agility.
  10. Simplicity–the art of maximizing the amount of work not done–is essential.
  11. The best architectures, requirements, and designs emerge from self-organizing teams.
  12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

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