When introducing the Manifesto to new Agile practitioners, its outdated language often got in the way of conversations around more interesting points. So I’ve freshened up the language taking inspiration from Kent Beck (talk ‘Beyond Agile Programming’ at Startup Lessons Learned Conference, 2010), Dan North (talk ‘Agile Revisited’ at GOTO conference, 2015), Tom Gilb (Value-driven development values and principles, 2010), and Joseph Pelrine (ebook on Agile teams and self-organising systems, 2011).
Team vision and discipline over processes and tools
Delivered value & validated learning over formalities
Stakeholders and customer collaboration & discovery over contract negotiation
Initiating & responding to change over following a fixed plan
We welcome emerging requirements, even late in development.
We harness change and make the most of it
for the stakeholders and the customer’s competitive advantage.
We validate learnings and we deliver improvements, working features,
and business value continually, from a couple of weeks to a couple of hours,
with a preference to the shorter timescale.
Stakeholders, product/service people, developers, designers,
and all the parties involved have a voice and work daily together
throughout the delivery effort and the product/service lifecycle.
Build digital products/services around motivated stakeholders and individuals.
Give them the clarity, the environment and support they need,
and trust them to get the job done.
The most efficient and effective method of conveying information
is face-to-face. Use the best communication means available,
that is suitable for the complexity at hand.
Business value delivered, working features,
delighted stakeholders and customers
are the primary measures of progress.
Agile ways of working promote sustainable workload.
The stakeholders, developers, and all the parties involved
should be able to maintain a constant pace indefinitely.
Continuous attention to technical excellence and good design
enhance technical agility and are a prerequisite for organisational and business agility.
Simplicity –the art of maximising the amount
of work not done– is essential.
The best business outcomes, digital products/services, architectures, requirements, and designs
emerge from a team in a self-organising system
that supports and amplifies beneficial outcomes.
Continuously the team reflects on how
to become more effective, then tunes and adjusts
its behaviour and ways of working accordingly.