Agile Manifesto and guidelines

1. The origins of the Agile Manifesto
In 2001, proponents and advocates of 17 agile methodologies gathered at the Snow Bird ski resort in Utah State to draft a document stating the principles of agile Organization.
This document is basically changing the common denominator of different agile methodologies. When you read this manifesto, you will find that it has the highest degree of principle, because agile methodologies are consistent at the highest level, but each approach will be different in specific details.

2. The Agile Manifesto
We've been working on a better approach to software development in practice, as well as helping others. As a result, we have established the following values:
Individuals and interactions are higher than processes and tools;
The working software is higher than the detailed documentation;
Customer cooperation is higher than contract negotiation;
The corresponding change is higher than the following plan;
In other words, even though the right item is valuable, we value the left item more.

3. The Agile Manifesto Values
(1). Individuals and interactions above processes and tools
Projects are done by people, and processes and tools can help people, but they must not do their jobs on their own. Although processes and tools are good things, they can sometimes become obstacles. Direct, face-to-head communication is much more efficient than some process documents and tools. Of course, the best thing is to create a brief documentation of the consensus that has been reached after the communication.
(2). Working software is more than detailed documentation
The value of the software available is important because software is supported for business goals and is available software (not files) for customers and also delivers high value. In general, the progress of an agile project is tracked and reported by how much software is available to develop. But not to say that documents are useless, the right amount of documentation is useful and necessary in most projects. Agility avoids this by looking for "just enough" documentation. The principle is that any document creation should be directly linked to the value created for the customer, regardless of whether the value is present or in the future.
(3). Customer cooperation is higher than contract negotiation
The core of this value is the closer your customers are to the better. The customer knows exactly what he wants, and even when the requirements are clear, some tests and errors are included. It is unrealistic and futile to try to avoid all attempts and mistakes during the contract negotiations. It's important to position your relationship with your customers, do you choose to confront your customers or choose to work with your customers to benefit everyone by working towards the solution? Agile teams are more willing to work with customers in the same direction instead of spending their energy in a way that deviates from the customer's direction.
(4). Response change is higher than following plan
Anyone who has worked in a software project knows that the nature of these projects is change. Even though the underlying technology is rapidly changing, new avenues and possibilities are constantly being opened. The speed of response to change determines your flexibility in the market, the rules and deeds will be left behind by the market, always slow the market half a beat, slowly your market will be eaten away.

4. Agile Guidelines
In addition to the Agile manifesto, there are 12 supporting documents for the guidelines, which provide more details on the expansion of the Agile manifesto.
(1). Guideline 1 Our highest goal is to meet our customers through early and continuous delivery of valuable software
Agile teams can quickly deliver available software to customers, and are open-ended, fast-updating, delivering the highest value to customers.
(2). Guideline 2 welcomes changes in demand, even in the late stages of project development, to leverage changes in demand to help customers gain a competitive advantage
A principle in traditional project management is to try to influence and control the factors that will lead to change. Agile Project Management expects changes in demand and embraces these changes in practice, even if these changes occur later in the project. Responding quickly and adapting to change can bring a significant competitive advantage to the customer, thus addressing new opportunities.
(3). Guideline 3 to continuously deliver available software, the cycle varies from a few weeks to several months, and the shorter the better.
Different agile methodologies use different iteration cycles, but they are relatively short. The key is the ability to quickly deliver the software available to the customer and use the software to get meaningful returns. A shorter iteration cycle provides a framework for the team and reinforces the team's continued focus on customer value.
(4). Guideline 4 in the course of the project, the business and developers must be together
Agile Project Management keeps business people and developers close to each other and often allows them to work together in one place, in such a way that there is no gap between business people and developers. Because the common goal of business people and developers is to deliver value to customers through available software.
(5). Guideline 5 be good at motivating project personnel, giving them the environment and support they need, and believing they can accomplish their tasks.
Traditional project management, often the micro-management of employees, not only tell them what to do, but also tell them how to do, inadvertently form a top-down management style. Agile projects build up a strong team and proactively avoid micro-management, requiring a disciplined team to spontaneously inform developers what to do. Provide relevant resources, encourage, believe the team can complete the task.
(6). Guideline 6 The most effective way to communicate, both within and between teams, is to talk to each other in person .
Informal verbal communication is more common in agile project management than formal written communication. The idea is that two of people sitting together for a solution effort will be more efficient than the way they use mail to come and go or exchange files. In-person communication is the essence of Agile project management. This communication is open and any team member is free to participate in the conversation.
(7). Guideline 7 The software available is the main indicator for measuring progress
Plans and documents may be useful, but when the most fundamental goals change, they can lose their rightful value. Traditional projects are often extremely tangled in the ongoing updating of projects that make documents a burden. The real value is expressed through the results, and the results are presented through the available software.
(8). Guideline 8 The Agile Process advocates sustainable development. Project Parties, developers, and users should be able to maintain a constant pace of progress
The focus of sustainable development is on the team, who strive to maintain a steady and sustainable pace of progress, so that team members do not rush at the end of the iteration cycle. The ideal goal is to maintain a sustainable pace, so that team members do not feel excessive stress and exhaustion, but can keep working at an ideal intensity.
(9). Guideline 9 Excellence in technology and continuous improvement of design will enhance agility
The more complete the design, the easier it will be to maintain, even if it encounters change. Stable and quality projects are more likely to allow teams to respond quickly to changes than shoddy projects.
(10). Guideline 10 to be concise, that is, to the greatest extent possible to reduce unnecessary work. It's an art.
This is embraced by all agile methods, especially the lean approach. Key points keep a focus on customer value and have no hesitation in reducing activities that do not add value. Keeping simple is not just a desire, it makes the most basic principle.
(11). Guideline 11 best architecture, requirements and design from a self-organizing team
Self-Organization is one of the core elements of agile teams. When a team is self-organizing, it means that the team decides how the work is assigned and who does it, not the HR department or the management. Not only are small teams self-organized, but larger cross-functional teams can also be self-organizing.
(12). Guideline 12 team should periodically reflect on how to be more effective, and adjust the team's behavior accordingly
The most predictable thing in an agile project is change. It is the most common practice to have a meeting summary when a project or stage is completed in a traditional project. And agile tries to do it through more frequent retrospectives. In a retrospective, the team looks at the work or release that has been completed in each iteration cycle, and evaluates how to improve their practices next time. A daily stand-up meeting, which is a simple 15-minute day, is another important way to coordinate team efforts, team self-assessment and self-adjustment.

5. Declaration on the interdependence of modern management
The modern management interdependence statement was written by Allister * Kockbam and Jim Smith, a group of people in 2005.
(1). Increase the return on investment by continuously creating value for customers;
(2). To deliver reliable results by constantly interacting with customers, sharing ownership benefit;
(3). Predict uncertainty and try to deal with uncertainty by iteration, prediction and adaptation;
(4). Individual value is the source of team value, to create an environment that allows individuals to excel, to achieve creativity and innovation;
(5). Improve team performance by motivating members ' sense of mission and responsibility;
(6). Improve efficiency and reliability by using strategies, processes and practices based on specific circumstances;

Agile Manifesto and guidelines