In the modern age of constant change and evolution, quick adaptations to meet new needs are required more than ever before. Teamwork, transparency, commitment, empathy, and adaptation have emerged as the keywords of this new industrial revolution, and this era.
Agile Manifesto: A Shift In Mentality
The Agile Methodologies were outlined in February 2001 in “The Lodge at Snowbird” ski resort in the Wasatch Mountains of Utah.
The origin story of The Agile Methodologies is told in “The Agile Manifesto”, where the way in which a group of 17 highly regarded software-industry experts met with the objective of defining a method that would improve the chaotic process of software development is detailed.
Among this group, some of the forebearers of methodologies and good practices that were already in use around the world, such as Extreme Programming, SCRUM, DSDM, Adaptive Software Development, Crystal, Feature-Driven Development, Pragmatic Programming (see authors) who are all recognized today in The Agile Community, were present .
It is important to note that “Agile”, a term widely used today, had not been used in this context in formal conversation before this point. During the Utah meeting, words such as “light” were used to refer to development practices.
These conclusions were reflected in 4 values and 12 principles that are considered the conceptual pillars of what is now known as Agility.
The Agile Manifesto: 4 Values and 12 Principles
In The Agile Manifesto, which is made up of 4 values and 12 principles, the authors state that:
Agile Manifesto: Personal Experience
Changes are not only appreciated but “embraced”, they must be accepted- we must understand that if we are changing something it is because this change will lead us to a better position, an improvement, so the change benefits us.
Although it is often difficult to understand changes, leading us to resist them, we must try to perceive them, visualize them, review them, and analyze them from the point of view that surely, at least from the understanding and context that we have in that moment, that change can be beneficial to us.
In the age of virtual work and remote connectivity, a way to “fulfill” “face-to-face conversation” is to simply turn the camera on for virtual calls, which is useful, but this principle refers more to avoiding communication using impersonal tools eg. email, or documents that are passed around, etc).
It is critical that the team reflect on the way it has operated. Through this reflection arises the improvement to the process that the team defines as necessary to implement, wants to implement, and commits to implementing.
Often when we use a so-called Agile tool or framework we are not necessarily being Agile.
When there are doubts about whether what we are doing is Agile or not we must review the Agile values and principles. We need to analyze how aligned what we are doing, or the tool or process we are using, is with them. We can be Agile by adhering to the simplicity of the 4 values and clarity the 12 principles of The Agile Manifesto.
About the Author
José Meyer is a talented Project Manager and very experienced in working with teams of diverse sizes and backgrounds. He has excellent planning and communication skills, and specializes in Agile Methodologies. José is a strong leader with a great work ethic.