The original principles can be found here: http://agilemanifesto.org/principles.html
(if you’re into handwavium and naked emperors)
- Our highest priority is to satisfy the customerthrough early and continuous deliveryof valuable software.
- Because there’s nothing customers like more than half baked software.
- Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage.
- Because scope creep allows for us to bill more.
- Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
- We couldn’t think of 12 principles, so we cut the first one in half and used it again.
- Business people and developers must work together daily throughout the project.
- Not like those other methodologies where developers create software in a perfect vacuum. In Space.
- Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
- If your project fails, you just weren’t motivated enough.
- The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
- If we don’t write anything down, we can’t get sued.
- Working software is the primary measure of progress.
- Meeting goals, deadlines, and budgets don’t count
- Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
- Sustainable, constant development means we never stop billing.
- Continuous attention to technical excellence and good design enhances agility.
- We maximize our ROI by redeploying developer cycles in a proactive heads-down manner using Web 2.0.
- Simplicity–the art of maximizing the amount of work not done–is essential.
- This is the sound of one hand coding.
- The best architectures, requirements, and designs emerge from self-organizing teams.
- Because bullies, loudmouths, and jerks should run every project.
- At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
- But don’t call it a performance review.
