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Hi, I'm Pablo Tortorella, Kleer and Latin America's Agile Community.
Today we present 12 agile principles, from the Agile Manifesto.
There are 12 principles that complement the 4 values of the agile manifesto.
While the 4 values shown are the foundation, I think it is useful to know the principles,
because they add relevant information paradigm.
1 - The first principle says that "Our highest priority is to satisfy the customer through
early and continuous delivery software with value".
That is not the end of the project we expect to deliver a product. It develops more rapidly,
but all orders immediately to develop and deliver the highest priorities.
2 - The second principle says that "We accept that the requirements change, even in late
stages of development. Agile processes harness the change to provide
customer competitive advantage".
This model embraces change and reaffirms it as something that probably occurs during any
project. A phrase I like about it is "The only constant
is change". Mechanisms exist that changes do not jeopardize the project, but on the
contrary. The business can be adjusted frequently, priorities and scope issues. And the development
team works in a way that allows you to support these changes.
3 - The third principle says that "Deliver working software frequently, from two weeks
to two months, in preference to the shorter time period possible."
Today, the most common working iterations have a duration of one to two weeks. And we
understand product delivery, not only ready development, but if the business - determined
so the end user can use.
4 - The fourth principle states that: "Those responsible for business and developers to
work together on a daily basis throughout the project."
This makes a big difference in terms of dedication to projects from the business. In fact it
is one of the biggest challenges with agile methods : involving the business beyond the
initial stage, and dispose of the development team from the beginning of the project.
5 - The fifth principle states: "Projects are built around motivated individuals. Give
them the environment and support they need, and entrust the execution of the work."
Please note : motivation, or spontaneous, or not, is not. So when we talk of a motivating
work environment, much depends on each team... and further still : each person.
The aspect of trust, not less. Here lies one of the keys of the paradigm shift : trust
in the team and each partner without the need to monitor the status of each subject at all
times.
6 - The sixth principle states that: "The most efficient and effective method of communicating
information to the development team and its members is the face to face conversation."
Hence the daily meetings of the development team and weekly or biweekly meetings between
business and developers to be a habit. Moreover it is recommended that all work in the same
building and, if possible, in the same room working. Also kindly see that such environments
have Whiteboards and Print conversations to complement the drawings or visual schemes.
7 - The seventh principle says that "working software is the primary measure of progress."
This statement challenges the traditional mechanism to measure progress of a project
: If corresponded to scan for a full month, as a project of 5 -month project at the end
of the analysis stage of a traditional project, is usually thought to progress is 20%. In
agile methods, progress is completely related to the software that has been built up through
all the stages. Under a traditional model this criterion measuring the progress of a
project is 0 % to final installation, which goes to 100 % in the best case. Agile projects
start developing from the early stages, allowing early lead and concrete have.
8 - The eighth principle states that: "Agile processes promote sustainable development.
Promoters, developers and users must be able to maintain a constant pace indefinitely."
Here we propose that projects are NOT acceptable extremely tiring, those to which we must devote
full weekends and long working days, because surely after these extra efforts, we will
be without the ability or attitude required to continue working.
Then it is proposed to allocate their time teams in the conference so that they have
a balance between work, life and work extra much-needed rest.
9 - The ninth principle states: "Continuous attention to technical excellence and good
design enhances agility."
This is the key principle that the manifesto is not only dedicated to strengthening soft
skills and methodological issues. Stress the importance of expertise and excellence
and mention constancy or perseverance so explicitly, the manifesto makes a proposal far more serious
than it would be without this principle.
10 - The tenth principle says : "Simplicity, or the art of maximizing the amount of work
not done, is essential."
When building a product, not do things "just in case ", thinking about what could serve
future. Make everything as simple as possible, which means not doing things wrong or without
thinking.
11 - The eleventh principle says that : "The best architectures, requirements and designs
emerge from self-organizing teams."
Those three things are explained (designs, architectures and requirements), they are
often made in traditional methods by an expert ( "the" designer or architect or
" THE" analyst), leaving everyone else in the role of consumers of his work, his wonderful
work. Eye not that person arises expert stop designing or creating requirements, but do
share their ideas, experience and knowledge with others, with - at least - two objectives
: to consider additional ideas, discussing alternatives, and disseminate knowledge and
design criteria.
12 - The twelfth and final principle - but no less important, says : "At regular intervals,
the team reflects on how to be more effective and perfect then
adjust their behavior accordingly. "
In fact, with respect to their relative location, I consider the most important of all principles.
This practice, I believe the Retrospective comes well on all computers, beyond methodological
or organizational context.