This week’s blog post is based on a chapter from our book, Scrum 101: the most frequently asked questions about Agile with Scrum, which is available to buy for £9.90.
The Agile Manifesto (Beck et al., 2001) says:
We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
- Individuals and interactions over processes and tools
- Working software over comprehensive documentation
- Customer collaboration over contract negotiation
- Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.
Talking to people to tell them that you have completed a feature … rather than relying on people being notified by an automated email from a management tool. Face-to-face communication is most effective and builds relationships.
The best measure of progress is whether something actually works in live … not how thoroughly you have documented its internal workings (or your intentions).
Rather than defining requirements, or the end product, upfront … work with your customer to define the direction as you go and agree the best way to achieve the goal.
Whilst it’s okay to have a plan, things change (for example, market conditions) … don’t continue with the original plan if it no longer makes sense. You want to build what is right now, rather than what was right when you started.
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