Agile

An intro to the basics of true agile. 

The word “agile” can be heard in meetings and seen in presentations. There are many misunderstandings and it would make sense to discuss these, however let’s start with the agile basics.

In 2001 a group of developers got together and wrote the Agile manifesto. As this manifesto gives a very good overview of what agile is, I’ve decided to include it.

We value

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

“That is, while there is value in the items on the right, we value the items on the left more”
– Agile Manifesto (2001) agilemanifesto.org 

The group also laid out the twelve principles of Agile Software:

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.

– Agile Manifesto (2001) agilemanifesto.org

Agile is a mindset

You can’t become “agile” through changing processes and adding new tools. The entire point is to be flexible, allow change and try to solve the problem, rather than putting up obstacles or excuses to not be able to do it.

It all starts with the people (“motivated individuals”) who works together understanding what this is and what it’s not.

Read more in "The CTO Playbook" available on Amazon/Kindle.