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The Agile Manifesto2:37 with Matt Anthes-Washburn
The Agile Manifesto encourages teams to think about how to break down the silos that separate people working on a project, giving people formal roles and responsibilities and providing expectations for collaboration.
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
Silo An analogy for the negative effects of specialization and departmentalization in organizations. In agriculture, grain is stored in series of tall silos that compartmentalizes the grain. In an organization, a silo occurs when a specialized group does not communicate with other groups, or silos. The opposite of siloing is collaboration.
So in 2001, a group of 17 software developers,
interested in developing software using less resources and less time, gathered
to discuss taking a new philosophical stance on software development.
They composed what they called the Agile Manifesto, with the intent of promoting
software development methods that are nimble and able to respond to change.
In the Agile Manifesto, these authors outline several guiding values,
saying that while they value the things on the right,
they value the things on the left even more.
First, the Agile Manifesto declares the value of individuals and
interactions over processes and tools.
You may have seen in our discussion of waterfall that each group was confined to,
or siloed in their own areas of expertise.
The Agile Manifesto encourages teams to think about how to break down the silos
that separate people working on a project, giving people formal roles and
responsibilities, and providing expectations for collaboration.
The second value is of working software over comprehensive documentation.
The Agile Manifesto represents a shift away
from the generation of formal documents like a software specification.
A software specification is a fixed document
where the design of the product is determined upfront.
In contrast, the Agile Manifesto values the use of working software
to communicate the value being delivered.
We'll take a deeper look at how this is done in a later stage.
Third, the Agile Manifesto calls for
valuing customer collaboration over contract negotiation.
In the enterprise world, many companies work for a client.
The Agile Manifesto proposes that clients move into a collaborative role
with the teams developing software.
In this shift, the customer or team member representing the customer,
is part of the ongoing process of creating a solution,
rather than just being consulted at the beginning and end of the project.
Finally, the Agile Manifesto emphasizes responding to change
over following a plan.
It's more important to develop the right product than to stick to a plan.
As priorities change, an Agile team is able to continue to develop and
deliver value to the organization and the customer.
These values of the Agile Manifesto are backed by a set of 12 Agile principles.
We won't go into detail on each of these principles.
So I encourage you to check out the link in the teacher's notes
to get a deeper understanding of the thinking behind the Agile Manifesto.
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