Agile Values

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Agile manifestoWe are uncovering better ways of developingsoftware 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 onthe right, we value the items on the left more.

Principles behind the Agile Manifesto

Our highest priority is to satisfy the customerthrough early and continuous deliveryof valuable software.

Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

Business people and developers must work together daily throughout the project.

Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

Working software is the primary measure of progress.

Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

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 behaviour accordingly.

Scrum Values

Respect, Commitment, Focus, Courage, Openness

Respect

• Respect denotes both a positive feeling of esteem for a person or other person, and also specific actions and conduct representative of that esteem. Scrum absolutely supports and encourages respect.

• Without respect, there is no meaningful positive communication. Instead there is high potential for miscommunication, disrespect, low (or NO) communication frequency, and hurt feelings. 

• Authentic Scrum requires respectful interactions.

Commitment

• Commitment is the act of binding yourself to a course of action. Scrum encourages commitment.

• If you cannot commit, you cannot act. You are in a state of do-nothing limbo, a state of inaction.

• Scrum binds you to commitments.

• Genuine Scrum displays high levels of commitment.

• Authenic Scrum is not possible without everyone involved paying attention to and keeping commitments.

Focus

• Focus is the concentration of attention. Scrum encourages focus.

• If you cannot focus, you are not paying attention in any meaningful way.

• If you cannot focus, you cannot learn to any meaningful level of depth.

• Authentic and genuine Scrum is always focused. Scrum encourages and requires focus to be effective.

Courage

• Courage is a quality of spirit that enables you to face danger or pain without showing fear. Scrum supports courage.

• Often, truth about reality is obscured when no one has the courage to say it.

• Often, teams feel unsafe to describe reality honestly in the workplace. They are afraid to get fired or be otherwise damaged for saying what everybody knows.

• Courage is necessary in Scrum. It takes courage to call out problems, identify impediments, ask for help, receive help, and offer help.

• In an authentic and genuine Scrum implementation, courage in evident in the way people behave. Courage is honoured and encouraged in Scrum.

• Authentic Scrum requires courage.

Openness

• Openness is characterized by an attitude of ready accessibility (especially about one's actions or purposes); without concealment; not secretive.

• Scrum strongly encourages openness. instead of asking "why should I share this information?", ask: "why wouldn't I share this info?".

• Authentic Scrum generates a high level of 'transparency'.

• Everyone knows everything about the work in a genuine and authentic Scrum implementation. 

• Real and genuine Scrum displays a huge level of openness on the part of everyone participating

XP Values

Communication, Simplicity, Feedback, Courage, Respect

Simplicity

• We will do what is needed and asked for, but no more. This will maximize the value created for the investment made to date.

• We will take small simple steps to our goal and mitigate failures as they happen.

• We will create something we are proud of and maintain it long term for reasonable costs.

Communication

• Everyone is part of the team and we communicate face to face daily.

• We will work together on everything from requirements to code.

• We will create the best solution to our problem that we can together.

Feedback

• We will take every iteration commitment seriously by delivering working software.

• We demonstrate our software early and often then listen carefully and make any changes needed.

• We will talk about the project and adapt our process to it, not the other way around.

HMS Courageous

HMS Courageous

Courage

• We will tell the truth about progress and estimates.

• We don't document excuses for failure because we plan to succeed.

• We don't fear anything because no one ever works alone.

• We will adapt to changes when ever they happen.

Respect

• Everyone gives and feels the respect they deserve as a valued team member.

• Everyone contributes value even if it's simply enthusiasm.

• Developers respect the expertise of the customers and vice versa.

• Management respects our right to accept responsibility and receive authority over our own work.

Comparison

Scrum

OpennessFocus

CommitmentCourageRespect

XP

CommunicationSimplicityFeedbackCourageRespect

Our Values• Respect• Communication• Innovation• Quality• Customer Focus• Integrity• Valuing peole

CourageRespect

Feed-

back

Comms

Simplicity

Commit-

ment

Openness

Focus

What can you do that supports these values?

Easy t

o d

o

Creates value

Activity instructions at http://tastycupcakes.org/2009/07/the-problem-with-principles/