- Our highest priority is to satisfy the customer through early and continuous delivery of valuable deliverables.
- Customers can be internal or external
- Valuable deliverables means the ones which adds value to the next immediate customer. Can be drawings, prototypes, documents etc.
- Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage.
- Deliver deliverables frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
- Business people and engineers 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.
- Completed deliverable is the only measure of progress
- Agile processes promote sustainable development. The sponsors, engineers 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 unwanted 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 behavior accordingly.
The original agile principles defined are very specific to software engineering. So, I have taken the liberty to tweak it to cater to the needs of all engineering and construction teams. Wherever the term ‘software’ is used, I have replaced it with ‘deliverable’ which can be a an engineering drawing, specification, design etc. The term ‘Developers’ are replaced with ‘Engineers’. The term ‘Engineer’ must be understood as anyone who performs value adding technical work.
Independent Product & Project Management Expert
Founder Director at Wrench Academy