The Agile Manifesto uncovers better ways of developing software by doing it and helping others do it. These are the values and principles.
In February 2001, 17 developers produced the Manifesto for Agile Software Development at The Lodge at Snowbird ski resort in Utah.
The Agile Manifesto - Authors
- Alistair Cockburn
- Andrew Hunt
- Arie van Bennekum
- Brian Marick
- Dave Thomas
- James Grenning
- Jim Highsmith
- Jeff Sutherland
- Jon Kern
- Ken Schwaber
- Kent Beck
- Martin Fowler
- Mike Beedle
- Ron Jeffries
- Robert C. Martin
- Steve Mellor
- Ward Cunningham
The Agile Manifesto - 4 Values
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
Note: while there is value in the items on the right, we value the items on the left more. In other words, one thing is not a substitute for the other.
The Agile Manifesto - 12 Principles
Our highest priority is to satisfy the customer through the 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 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 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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