- Helping others do it
- Individuals and interactions over processes and tools
- Customer collaboration over contract negotiation
- Business people and developers must work together daily throughout the project.
- Uncovering better ways of developing software by doing it
- Working software over comprehensive documentation
- Responding to change over following a plan
- Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
- Working software is the primary measure of progress.
- Continuous attention to technical excellence and good design enhances agility.
- Simplicity--the art of maximizing the amount of work not done--is essential.
- The best architectures, requirements, and designs emerge from self-organizing teams.
- At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
- Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
- Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
- The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
- Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
- Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
Now I don't want to be accused of engaging in studying the agile manifesto like theology and I don't intend to say that this is some hidden truth. In fact, I'm half afraid that after posting this "revelation" I will discover that it is old news and I have added nothing to the conversation. Further, I recognize that you may not categorize the elements of the agile manifesto in the same way that I have here.
In this instance I refuse to be deterred from exploring this (if only for my own growth). I have always known that relationships drive results. It is only recently that I have chosen to analyze the agile movement in this simple way. I find it reassuring to recognize that when viewed through the prism of these fundamental ingredients to success, the agile manifesto strikes me as concisely relevant on a subject which has produced countless tomes.
Uncovering better ways of doing it (relationships)
In my own quest to uncover better ways of developing software, I have been challenged by time, lack of talent, tools, and technology. I work around them, compromise, seek assistance, and/or negotiate enough to overcome and produce results.
In contrast, I have seen nothing in my career that thwarts results like bad relationships. For some reason, I just find these challenges more difficult to overcome. Perhaps if I spent as much time working on this intangible skill as I do on my technical skills I would be less daunted. Only when I uncover better ways of relating to people will I truly be capable of helping others do the same.