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Team vision and discipline over individuals and interactions over processes and tools
Validated learning over working software over comprehensive documentation
Customer discovery over customer collaboration over contract negotiation
Initiating change over responding to change over following a plan
We welcome emerging requirements, even late in development.
Lean-Agile processes harness change
for the customer’s competitive advantage.
Deliver value and validate learnings continually,
from a couple of weeks to a couple of hours,
with a preference to the shorter timescale.
Business and product people and developers and everyone else must work
together daily throughout the delivery effort,
from concept to cash.
Build products around motivated individuals.
Give them the environment and support they need,
and trust them to get the job done.
The most efficient and effective method of
conveying information to and within a business, product, and development
team is face-to-face conversation.
Delighted customers and business impact are the primary measures of progress.
Agile processes promote sustainable development.
The sponsors, developers, users, and all stakeholders
should be able to maintain a constant pace indefinitely.
Continuous attention to technical excellence and good design
Simplicity –the art of maximising the amount
of work not done– is essential.
The best products, architectures, requirements, and designs
emerge from teams in an environment that supports
and amplifies positive outcomes from self-organisation.
Continually, teams reflects on how
to become more effective, then tunes and adjusts
their behavior accordingly.