On February 11-13, 2001 in Snowbird, Utah, seventeen individuals met and changed our perception of Software Development. They represented different methods – from Extreme Programming, through Scrum and DSDM up to Crystal Methods and so on. The Agile Alliance – a unique group, to be honest. They had one goal: to stand against the current way of delivering good products to customers in general. Future was unclear for them. They just wanted to change it.
The Manifesto of Agile Software Development
Agile Manifesto is turning 19 this month. It is the main reason why I would like to focus on it and its impact which it has caused. In other words, it is a cornerstone for all Agile methods. It is the main connection between all these methods. The way, how they can be described, without focusing on specific methods of work. But do you know what is in it?
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to 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 onManifesto of Agile Software Development
the right, we value the items on the left more.
Do you remember that?
It is pretty easy. Google search returns 133.000 results regards only one part of the above Manifesto).
The Agile movement started from smaller companies, where the implementation of these methods was easier. After that, the biggest corporations see value from their usage. Netflix, Spotify, Uber built their success on early value delivery and quick response to change. Above all, the biggest corporations are implementing those methods to some degree. Therefore, they present themselves as “Agile-friendly companies” where these four sentences are valued and lived in their flesh.
Problems it has caused
“We are working in Agile”Noises of doubt – heard in the city
“It doesn’t work”
“Agile didn’t change anything in my work”
All the above are examples of testimonials that I heard during my work. Now more than ever, we are facing a degeneration process. We have a wide selection of Agile methods, i.e. SAFe, LeSS, Scrum XP, Crystal, FDD, BDD, Scrumban, etc. All of them are implementations of Agile Manifesto.
As a result, it is hard to convince people to Agile. In the vast majority, they tried them and failed (or Agile methods failed them!). In the end, saw no change or even worse – they were blamed for revealing these problems.
When I discuss the Agile related topics with developers, I try to find the root cause of that state. They work for different organisations, use different methods and have different role’s description. Maybe Agile is no longer a valid option, and we should move back to more traditional ways of working? I do not think so. They have one thing in common – a misunderstanding of Agile Manifesto’s principles.
What is it? Try to turn the page and read again…
Principles behind the Agile Manifesto
Do you know them?
In other words, it is a big issue with Agile implementations – most of them do not take into account these principles. Lack of understanding of those may result in smaller or bigger holes, for example:
- No access to end-users feedback,
- No value created within the iteration,
- “Almost done”,
- Performing actions which do not have any value (“I always have done it that way!”),
- Mails are sent without any real results (“right now it is his problem, not mine because I’ve sent him an email” – oh so true!).
They may look silly, but they result in less and less value delivered by your product team. It does not matter if you use SAFe, LeSS, Scrum, XP or none of the common approaches. If you do not understand these principles, you are likely to be in danger of not getting proper results from Agile.
Firstly, try to go through these 12 principles and to answer the question: “Are we doing that?”—simple “yes” or “no” question. Ask the whole team.
If the answer is “no”, then try to swallow it: “we are not doing Agile” (not to mention “being one with it” – check my other article Finding The Right Balance Between Doing And Being Agile). What can you do to improve your situation? How will you see your situation improved? Try to do that exercise frequently. Agility is not something given once and for all. As a result, you need to foster and nurse it.
In conclusion, you should create an action plan, define how can you improve the current state and move to the point, where you follow all 12 principles which stay behind Agile Manifesto. It is hard for me to give you any more hints. You have to find that answer on your own because all situations are different.
Above all, the Agile Manifesto was created by software developers for software development. All principles eventually may have an impact on other parts of an organisation. It is the main reason why Agile started to flow outside of the IT department. It is also the reason why Agile Transformations take so much time and effort. Proper understanding of all principles may help on that path. They raise awareness of value delivery.
In the end, no one reads terms and conditions.