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:
- Our highest priority is to satisfy the customer through early and continuous delivery of valuable software [products].
- Welcome changing requirements, even late in development [and close to completion]. Agile processes harness change for the customer’s competitive advantage.
- 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.
- Business people and developers [valuable resources] 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 [you can omit development here if you want] team is face-to-face conversation.
- Working software [products] is [are] the primary measure of progress.
- Agile processes promote sustainable development [product output]. The sponsors, developers [valuable working resources], and users should be able to maintain a constant pace indefinitely.
- Continuous attention to technical [you can omit technical here] excellence and good design [architecture, anyhow, anyway] 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.
Joshua Thinks 