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Agile Manifesto


History of Agile

In February 2001, 17 of these new methodology pioneers met in Snowbird, Utah, to share their experiences, ideas, and practices; to discuss how best to express them; and to suggest ways to improve the world of software development. They couldn’t have imagined the effect their meeting would have on the future of project management. The simplicity and clarity of the manifesto they produced and the subsequent principles they developed transformed the world of information technology and continue to revolutionize project management in every industry, not just software development.

Agile Manifesto

Manifesto for Agile Software Development We are uncovering better ways of developing
software by doing it and helping others do it. Through this work we have come to value:
That is, while there is value in the items on the right, we value the items on the left more.
* Agile Manifesto Copyright © 2001: Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern, Brian Marick, Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland, Dave Thomas
This declaration may be freely copied in any form, but only in its entirety through this notice.

  • Individuals and interactions over processes and tools: Why? Because research shows a 50 times increase in performance when we get individuals and interactions right. One of the ways we get this right is by collocating a development team with an empowered product owner.
  • Working software over comprehensive documentation: Why? Because failure to test for and correct defects during the sprint can take up to 24 times more effort and cost in the next sprint. And after the functionality is deployed to the market, if a production support team that wasn’t involved in product development performs the testing and fixing, the cost is up to 100 times more.
  •  Customer collaboration over contract negotiation: Why? Because a dedicated and accessible product owner can generate a fourfold increase in productivity by providing in-the-moment clarification to the development team, aligning customer priorities with the work being performed.
  • Responding to change over following a plan: Why? Because 64 percent of features developed under a waterfall model are rarely or never used . Starting with a plan is vital, but that is when we know the least. Agile teams don’t plan less than waterfall teams  they plan as much or more. However, agile teams take a just-in-time approach, planning just enough when needed. Adaptation of the plan to the realities along the way is how agile teams deliver products that delight customers.

12 Agile Principles

The creators of the Agile Manifesto originally focused on software development because they worked in the IT industry. However, agile project management techniques have spread beyond software development and even outside computer related products. Today, people use agile approaches to create products in a variety of industries, including biotech, manufacturing, aerospace, engineering, marketing, nonprofit work, and even building construction. If you want early empirical feedback on the product or service you’re providing, you can benefit from agile methods.

In the months following the publication of the Agile Manifesto, the original signatories continued to communicate. To support teams making agile transitions, they augmented the four values of the manifesto with 12 principles behind the Agile Manifesto.

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Copyright x 2011. By Wael Medhat - All Rights Reserved