The 12 Key Principles of the Agile Manifesto
The Agile Manifesto was issued in February 2001 and outlined a new approach to software development with the following core values:
|We value these more than the|
items on the right
|We value these, but not as
much as the items on the left
|Individuals and Interactions||Processes and Tools|
|Customer Collaboration||Contract Negotiation|
|Response to Change||Following a Plan|
The core values of the Agile Manifesto were mapped to the 12 Key Principles of the Agile Manifesto:
- 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.
Declaration of Interdependence
The “Declaration of Interdependence” was written as an adjunct to the Agile Manifesto and was initially intended for project managers working on Agile Software development projects.
It highlights that project team members are part of an interdependent whole and not a group of unconnected individuals. It means that project teams, their customers, and their stakeholders are also interdependent and that project teams who do not recognize this interdependence will rarely be successful.
Here are the statements that make up the Declaration of Interdependence:
- We increase return on investment by making continuous flow of value our focus.
- We deliver reliable results by engaging customers in frequent interactions and shared ownership.
- We expect uncertainty and manage for it through iterations, anticipation, and adaptation.
- We unleash creativity and innovation by recognizing that individuals are the ultimate source of value, and creating an environment where they can make a difference.
- We boost performance through group accountability for results and shared responsibility for team effectiveness.
- We improve effectiveness and reliability through situationally specific strategies, processes and practices.