Agile manifesto and guidelines

1. the agile manifesto originated

in 2001, when 17 advocates and advocates of agile methodologies gathered at the snowbird ski resort in utah to draft a document stating the principles of agile organization.
this document basically represents what different agile methodologies have in common. when you read this manifesto, you will find that it has the highest principle, because agile methodologies are consistent at the highest level, but each approach will be different in terms of specific details.

2. agile manifesto

we are always looking for better software development methods in practice, helping others while practicing what we preach. from this we establish values such as:
individuality and interaction above processes and tools;
software for work above detailed documentation;
customer cooperation above contract negotiations;
response to change above following plans;
that is although the right item has value, we pay more attention to the value of the left item.

3. agile manifesto values

(1). individuals and interactions are higher than processes and tools
projects are done through people, processes and tools can help people, but they must not do the work on their own. while processes and tools are good things, they can sometimes be obstacles. face-to-face direct communication is much more efficient than some procedural document and tool communication. of course, the best thing is to form a brief documentation of the consensus reached by many parties after communication.

(2) it is important that the software that works is of precedence over the value of the available software with detailed documentation , because the software is to support business objectives, is the available software (not the files) for the customer and will also deliver high value. in general, the progress of an agile project is tracked and reported by how much available software is developed. but this is not to say that the documentation is useless, the right amount of documentation is beneficial and necessary in the vast majority of projects. agile avoids this by seeking "just enough" documentation. the principle is that the creation of any document should be directly linked to the value created for the customer, whether that value is reflected in the present or in the future.

(3). customer cooperation is higher than contract negotiation

, and the core of this value is that the closer you are to your customer, the better. the customer knows best what he wants, and even in the process of clarifying the requirements, there are trials and errors involved. trying to avoid all the trials and errors from happening during contract negotiations is unrealistic and futile. positioning your relationship with your customers is important, do you choose to confront your customers or choose to work with your customers to get closer to the solutions that benefit everyone? agile teams prefer to work in the same direction as the customer rather than spending effort in the direction of the customer.

(4) responding to changes is higher than following a plan

anyone who has worked on software projects knows that the essence of these projects is change. even the underlying technology is changing rapidly, and new avenues and possibilities are constantly being opened up. the speed of response to change determines your flexibility in the market, and doing things according to the rules will be left behind by the market, always slowing the market half a beat, and slowly your market will be cannibalized.


4. In addition to the agile manifesto, there are 12 guideline supporting documents for the agile guidelines, which provide additional details for the agile manifesto.

1. Guideline 1 our highest goal is to meet the customer's needs by delivering valuable software early and continuously agile teams can quickly deliver available software to the customer and update quickly and openly, bringing the highest priority value to the customer.
2. Guideline 2 welcomes changes to requirements, even in the later stages of project development; to be good at using requirements changes to help clients gain a competitive advantage
3. one of the principles of traditional project management is to try to influence and control the factors that lead to change. agile project management anticipates changes in requirements and welcomes embrace these changes in practice, even if they occur later in the project. responding quickly to and adapting to change gives customers a significant competitive advantage in anticipation of new opportunities.
4. Guideline 3 to continuously deliver usable software, the cycle varies from a few weeks to several months, and the shorter the better , the different agile methodologies use different iteration cycles, but all are relatively short. the key is to be able to quickly deliver available software to customers and to be able to leverage the software for meaningful returns. shorter iteration cycles provide the team with an architecture and reinforce the value of the team's continued focus on the customer.
5. Guideline 4 in the course of the project, business people and developers must work together to manage projects with agile project management, keep business people and developers close to each other, and often let them work together in the same place, so that there is no barrier between business people and developers. it's because the common goal of business people and developers is to deliver value to customers through the software available.
6. Guideline 5 be good at motivating project personnel, giving them the environment and support they need, and believing that they can complete tasks of traditional project management, often micromanaging employees, not only telling them what to do, but also telling them how to do it, inadvertently forming a top-down management style. agile projects build a strong team and actively avoid micromanagement, requiring a self-disciplined team that spontaneously informs developers what to do. provide resources, encouragement, and trust that the team will be able to complete the task.
7. Guideline 6 the most effective means of communication, whether within or between teams, is face-to-face conversation , informal verbal communication, which is far more common in agile project management than formal written communication. the idea is that two people sitting together and working on a solution would be more efficient than they would be by mail coming and going or exchanging files. face-to-face communication is the essence of agile project management. this communication is open and any team member is free to participate in the conversation.
8. Guideline 7 the software available as the main indicator of progress plans and documents may be useful, but they may lose their value when the most fundamental goals change. traditional projects are often extremely entangled, and the constant renewal of projects makes documents a burden. true value is expressed through results, which in turn are presented through available software. 
9. Guideline 8 agile processes promote sustainable development. pproject parties, developers, and users should be able to maintain a consistent and consistent rate of progress the focus of sustainable development is on the team, who will strive to maintain a stable and sustainable rate of progress so that team members do not rush to work at the end of the iteration cycle. the ideal goal is to maintain a sustainable pace so that team members do not feel excessively stressed and exhausted, but are able to work at an ideal intensity.
10. Criterion 9 the continuous improvement of technology and the continuous improvement of design will improve agility
11. The more perfect the design, the simpler it is to maintain, even if it encounters changes. stable and quality projects will allow teams to react quickly to change more quickly than inferior projects.
12. Guideline 10 be concise, i.e., minimize unnecessary work as much as possible. it's an art.
13. This is embraced by all agile methods, especially lean methods. the key point is to maintain a focus on customer value and cut without hesitation to activities that do not add value. keeping it simple is not just a desire, it makes the most basic principle.
14. Guideline 11 the best architecture, requirements, and design comes from a self-organizing team
15. Self-organization is one of the core elements of agile teams. when a team is self-organizing, it means that the team decides for itself how to distribute work and who does a particular job, rather than the hr department or management. not only are small teams self-organizing, but larger cross-functional teams can also be self-organizing.
16. Guideline 12 the team should regularly reflect on how to be more effective and adjust the team's behavior accordingly the most predictable thing in an agile project is change. meetings to summarize when a project or phase is completed is the most common practice in traditional projects. agile tries to do this by reviewing more frequently. in a retrospective activity, the team looks at the work or releases that have been done in each iteration cycle and evaluates how to improve their practices next time. daily stand-up meetings, which are simple 15-minute meetings per day, are another important way to coordinate the direction of team efforts, team self-assessment, and self-adjustment.

5. modern management codependency statement

modern management codependency statement was written in 2005 by a group of people led by 

• (1) improve return on investment by continuously creating value for customers;
  (2) deliver reliable results by constantly interacting with customers and sharing all rights;
  (3) predict uncertainty and try to cope with uncertainty through iteration, prediction, and adaptation; (4). individual value is the source of team value, to create an environment that can make individuals excellent, to achieve creativity and innovation;
  (5) to improve team performance by stimulating members' sense of mission and responsibility;
  (6) to improve efficiency and reliability by using specifically tailored strategies, processes and practices;