The Scrum methodology of agile software development marks a dramatic departure from waterfall management. In fact, Scrum and other agile processes were inspired by its shortcomings. The Scrum methodology emphasizes communication and collaboration, functioning software, and the flexibility to adapt to emerging business realities — all attributes that suffer in the rigidly ordered waterfall paradigm.

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The Agile Manifesto and Twelve Principles

Posted by admin under Agile and Scrum, Agile Manifesto, Agile Principles, Scrum Basics, Scrum Discussion, Scrum Transitions

In February 2001 seventeen software developers met at a ski resort in Snowbird, Utah to do some skiing while spending time reflecting on what defined the core principles of agile software development methods. Although they had unique experience and expectations, they united with the objective to uncover better ways of developing software and to help others to do the same. In their discussions they found consensus around four main values, which we know now today as the “Agile Manifesto”. Most of us practicing agile have probably memorized these 4 guiding values – but it’s always good to periodically come back to them and reflect on what they mean to us today:

– Individuals and interactions over processes and tools
– Working software over comprehensive documentation
– Customer collaboration over contract negotiation
– Responding to change over following a plan

Supplementing the Manifesto, the Twelve Principles further describe what it means to be Agile. As I read through these I thought of how software development has changed since 2001 – especially for enterprises with globally distributed software development teams. As you read through these principles – which ones do you find the most important or the most challenging to adhere to? If you were to rewrite any of the principles which one(s) would it be and what would it be?

1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
2. Welcome changing requirements, even late in development. Agile processes harness change for the customer’
competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter
timescale.
4. Business people and developers 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 team is face-to-face
conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a
constant pace indefinitely.
9. Continuous attention to technical excellence and good design 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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