We have already discussed the Agile Values. A good question could be why we need principles if we already have these values?
While values do a good job of capturing the core of Agile mindset, they are too high level and too broad leaving you dangling when it comes to day-to-day decisions. This is where the 12 principles behind the Agile Manifesto come in.
The same group that met at the Snowbird Ski resort in Salt Lake City, Utah responsible for the 4 values are also responsible for the 12 values. Although the wordings for the principles were finalized only later and not in the meeting that took place at Snowbird. There have been minor changes in wordings after the principles were finalized but the general idea of the 12 principles remain the same.
Check out the video to understand the principles in details. They are available at the Agile Manifesto website as well.
Principles behind the Agile Manifesto
We follow these principles:
- 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.
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