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We Will:: Individuals and Interactions Over Processes and Tools

The document discusses the four core values of Agile: 1. Individuals and interactions over processes and tools - emphasizing the importance of people in driving development over rigid processes. 2. Working software over comprehensive documentation - focusing on delivering working software iteratively rather than spending excessive time documenting requirements upfront. 3. Customer collaboration over contract negotiation - prioritizing ongoing collaboration with customers rather than extensive pre-project negotiations. 4. Responding to change over following a plan - embracing changing requirements and adding new features flexibly instead of rigidly sticking to pre-determined plans.

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Kuldeep
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57 views4 pages

We Will:: Individuals and Interactions Over Processes and Tools

The document discusses the four core values of Agile: 1. Individuals and interactions over processes and tools - emphasizing the importance of people in driving development over rigid processes. 2. Working software over comprehensive documentation - focusing on delivering working software iteratively rather than spending excessive time documenting requirements upfront. 3. Customer collaboration over contract negotiation - prioritizing ongoing collaboration with customers rather than extensive pre-project negotiations. 4. Responding to change over following a plan - embracing changing requirements and adding new features flexibly instead of rigidly sticking to pre-determined plans.

Uploaded by

Kuldeep
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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1

IN THIS CHAPTER Individuals and interactions 


WE WILL: over processes and tools

It is getting more and more clear for people these days


• EXPLAIN ALL 4 CORE VALUES OF AGILE that the people who respond to business needs and
drive the development process are crucial next to
processes. The context of this would also mean that
process driven projects with a heavy dependency on
said processes that offer very few options for flexibility,
result in teams feeling restrained - not being able to
carry out their tasks as efficiently as they wish.

The tools we use during development and when


implementing organizational changes can prove that
most of the time. Imagine you have a development and
design team working closely with each other on a
Product. The development team is heavily reliant on the
design team to provide accurate specifications and
handovers.

If the team is stuck in processes that revolve old tools


that are not as efficient as the new found ones, that can
cause a serious risk in terms of quality and timeline - not
to mention, team morale.

Customer Collaboration 

2 Working Software Over 
 3 Over Contract Negotiation
Comprehensive Documentation

From my own experience working in Waterfall This is where we can compare Waterfall and
Projects, I’ve seen organizations spend Agile in the clearest way possible.

enormous amounts of time on documenting the


product for development as well as coming up Negotiation or for instance “Backlog Grooming”
with requirements lists that could run up and is then the product manager and the team work
down a skyscraper in central Hong Kong.
out the details of the delivery, setting
All of these then had to go to senior milestones, expectations and deliverables.
stakeholders who had senior stakeholders and These details are obviously always up for re-
they all needed to be approved one by one. This negotiation.

is obviously a cause for a huge delay in the


development.
However, should the development model follow
Waterfall, the negotiations start before the
Agile however does not eliminate the need for project starts and ends after the project has
documentation, it just streamlines it in a certain ended. This means that the level of involvement
way where the project team does not get is very thin or non-existing during the actual
bogged down in each and every detail pre- development process.

project. The difference I’m trying to point out


here is that Agile documents all of the The Agile Manifesto describes a scenario where
requirements as user stories sufficient enough collaboration is a key value where it makes it
for the team to start working on.
easier for the development team to meet the
organizations needs.

Customer Collaboration 

3
Over Contract Negotiation

This collaborative method usually follows a certain pattern of predictability. For instance, there are
periodic demos as well as the ceremonies following the scrum framework
4

RESPONDING TO change 

over following a plan

When I started out as a Project Manager, I was working on an organization that was switching their
organizational mindset from Waterfall to Agile.

Before this happened, developing features or a certain type of software was regarded as an expense.
Before we moved into the development phase, elaborate plans were in place. Everything had a high
priority and could not be negotiated.

With Agile being brought into the organization, that meant our priorities could now be shifted to
iterations and new features could always be added into new ones. The Manifesto means that the view
we need to have as agile practitioners is that change provides value.

Agile’s positive approach can be summed up In this quote found in “Agile Information Systems
Development Method”

“A process or capability in which human agents determine a system development approach for a
specific project situation through responsive changes in, and dynamic interplays between contexts,
intentions, and method fragments.” Agile methodologies allow the Agile team to modify the process and
make it fit the team rather than the other way around.

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