- The four values in the Agile Manifesto,
were jotted down on the whiteboard
during the meeting in Utah,
after that meeting the 17 signers of the Agile Manifesto,
emailed back and forth to interpret these values,
they knew that these four values on their own
wouldn't be enough to start the revolution.
So over the course of a few months,
they started to list out 12 guiding principles
for the Manifesto.
These principles are actually much closer
to what people think about
when they imagine Agile development.
It's in these principles that you start
to see the first rumblings
of common Agile roles and practices.
Principle two is about welcoming changes.
When you're working in your cone of uncertainty
principles three and seven,
refer to continuous software delivery in weeks
as a measure of progress.
That's why most Agile teams deliver in short iterations
called sprints.
Principle four describes
how customers should work closely with the development team.
Later on, you'll see a role called the Product Owner.
This is commonly a customer representative
who sits with the team
and guides them as they deliver the product.
Principles five and 11
talk about motivated self-organized teams.
That's why most Agile teams are cross-functional
and self-organized,
they should be small teams of generalists
that work together to deliver the product.
That's usually a big change
from how most organizations operate.
Most teams have a representative from each of the companies,
functional areas.
So developers would develop software
and then testers will test the result.
Agile team members
usually try to do a little bit of both.
Principle six
describes the importance of face-to-face conversations.
That's why many Agile teams write user stories.
Instead of writing out long requirements documents.
These user stories
encourage the team to have many face-to-face conversations.
It's like a sticky note
that reminds you to have a future conversation
with someone else in the team.
Principles one, eight, nine and 10.
Start to introduce you to the idea of prioritizing
high value work.
And Agile team will use something like a product backlog
it's here, where the product owner
will identify what the customer values the most.
The product owner will work with the team
to simplify this functionality.
And as something that can be delivered in a short sprint.
Finally, principle 12 encourages the team
to meet frequently to discuss process improvement.
That's why most Agile teams have a retrospective.
Typically it's at the end of every sprint.
This is when the team has a face-to-face meeting
to think of ways to improve their collaboration.
As you can see these Manifesto principles
really fill in a lot of what was left to your imagination
when you only had four Agile values.
That's why you should think of the values of the Manifesto
as big picture ideas,
but it's actually the 12 principles in the Manifesto
that starts to lay some of the groundwork
for what your team will actually do
to deliver great products.