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Agile beliefs

Agile in software has a manifesto, a set of beliefs and values that are dedi-cated to helping to understand the balance needed to ensure success in a changing environment (Agile Manifesto, 2001).

‘Value individuals and interactions over processes and tools.’

People and their roles and activities should be supported by systems and procedures, not controlled by them. Processes and tools should evoke the best solution rather than limit outcomes and suppress opportunities for continuous improvement.

‘Value working solutions over comprehensive documentation.’

It is better to have a solution that works than one that meets the specification. With standards trying to pin everything down to the nth degree to ensure consistency and transparency, change can be difficult to embrace if you have to stick to the rules. It is better to have something that works and, by having flexible business management systems, we can adapt more easily to suit each unique environment: it can allow us to personalise and customise solutions.

‘Value customer collaboration over contract negotiation.’

Forging relationships and building rapport and trust with clients makes it easier to form agreements and deliver value to both parties. If we have a good working relationship with someone, it is far easier to come to a mutual understanding with them. Even if we do not necessarily agree with them, it is easier to compromise because you trust that the person has good reason for the position they take. ‘People buy from people’ is a common phrase in the sales world: if someone has confidence and trust in you, they are more likely to buy from you. By building relationships with others often we can negotiate ad hoc arrangements, special compensations and flexible working agreements.

‘Value responding to change over following a plan.’

It is important that we map and plan things, but it is true that ‘the best-laid plans go to waste’ because things change and, if we spend too long planning, we will be acting perpetually late. We need to balance reacting immediately with appropriate planning. To respond to change, we need to understand and learn about the situation, decide on a way forward and act, and repeatedly reflect on progress in order to learn more and adapt our actions accordingly as we go along.

In some instances we can find that over time, interactions, solutions, collaboration and change management are lost to overemphasis on processes, tools, documentation, contracts and plans:

• Personal interaction with people is lost to automated tools and fixed processes.
• Solutions do not work but are well documented and meet all standards.
• Contracts have been secured but collaboration is poor and the relationship breaks down.
• There is no response to change, the initial plan is delivered as originally specified but it is out of date and the customer is not satisfied.

This can happen often when activities have existed and been repeated for a long time and, more broadly, in maturing companies, making them rigid by controlling processes and rules, inhibiting their ability to innovate and change quickly.

Principles behind the Agile Manifesto

The following is a useful list of principles adapted from the Manifesto for Agile Software Development website (Agile Manifesto, 2001):

• The highest priority is to satisfy the customer through early and continuous delivery of valuable working solutions.
• Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage.
• Deliver working solutions frequently, from a couple of weeks to a couple of months, with a preference for 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 solutions are 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 maximising the amount of work not done – is essential.
• The best architectures, requirements and designs emerge from self--organising teams.
• At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly.

Source: Agile Manifesto and Principles (c) 2001, authors: this declaration may be freely copied in any form, but only in its entirety through this notice.

While procedure, documentation, contracts and plans are important, an agile professional gives priority to:

• people;
• working solutions;
• collaboration;
• change.