Manifiesto ágil actualizado

Navegando por internet encontré un interesante árticulo con una visión distinta del manifiesto de software ágil, cambiado y explicando en más detalle los puntos que enuncia la autora, Katrina Kolt. Disfrutenlo!

1. People and conversations over ambiguity and assumptions

• We seek to understand requirements, resolve problems and collaborate through conversations, not emails or IM.
• We recognise that conversation is the most effective way to disclose assumptions, clear ambiguity, share information and create common understanding.
• We speak up when we perceive a simpler way of doing something.

2. Partnership collaboration over hierarchy and silos

• We create partnerships between groups to work on customer centric solutions.
• We use collaboration as a way of ensuring we are delivering the right outputs.
• We commit to both stakeholders and delivery teams being involved for the duration of projects.
• We strive to achieve organisation-wide strategic solutions that deliver shared value, rather than specific purpose implementations.We trust individuals tasked with completing work, regardless of where they sit in the organisation’s hierarchy.

3. Quality and value of work over quantity

• We recognise that limiting the amount of work in progress is the most efficient way for us to manage throughput.
• We use a limited work in progress approach to prioritise delivery of the most valuable work within resource availability.
• We ensure that we deliver the desired quality output by limiting work in progress and reviewing progress with stakeholders along the way.We analyse our output to ensure our productivity and quality leads to continual improvement.

4. Delivering iterative business value over big bang roll-outs

• We deliver incrementally to reduce the risk of big bang delivery that no longer aligns with customer expectations, current technology or market conditions.
• We use iterative delivery to validate our assumptions, learn, and recalibrate as required.
• We iterate to quickly deliver a minimum viable product, knowing that what we learn from this will ultimately create the most customer centric solution.

5. Continuous planning over inflexible planning

• We prioritise planning the most important components, so we can deliver them first.
• We see high value in targeted planning of the components being delivered first.
• We accept that planning of subsequent features needs to happen once we have customer response to rollout of initial components
• We see less value in planning components that have less certainty of being developed.