The 12 principles of agile and their inversion for managing projects

1. Why Agile Are Best for Managing Projects in Principle But Not Always In Practice
Let’sstart withthe 12 principlesof the Agile Manifesto
Our highestpriorityisto
satisfythe customerthrough
earlyand continuousdelivery
of valuable software
Welcome changing
requirements,evenlate in
development.Agileprocesses
harnesschange forthe
customer’scompetitive
advantage
Deliverworkingsoftware
frequently,fromacouple of
weekstoa couple of months,
withpreference tothe shorter
time scale.
Businesspeople and
developermustworktogether
dailythroughoutthe project
Buildprojectsaround
motivatedindividuals.Give
themthe environmentand
supporttheyneed,andtrust
themto getthe jobdone.
Agile processes promote
sustainable development.
Sponsors,developers,and
usersshouldbe able to
maintaina constantpace
indefinitely
Workingsoftware isthe
primarymeasure of progress
The mosteffective and
efficientmethodof conveying
informationtoandwithinthe
developmentteamis face–to–
face conversation.
Continuousattentionto
technical excellence andgood
designenhancesagility
Simplicity–the art of
maximizingthe amountof work
not done – is essential
The bestarchitectures,
requirements,anddesigns
emerge fromself–organizing
teams.
Atregularintervals,the
teamreflectsof how to
become more effective,then
tunesandadjustsit behavior
accordingly
These 12 principleshave beenaround fora while andhave become the basisof muchof the literature
on agile software development.Likeall goodmanifestostheyare takenasgospel.Andlike all good
gospel’stheyare sacredtextstobe studied,puttouse,admired,andleftunchallenged.
Let’slookat the taxonomyof these 12 principlesinlightof the principlesof management.
1. Managementprinciplesshould do notharm,thatistheyshouldleave the people,processes,and
toolsbetteroff thanbefore theywere applied.
2. Managementprinciple shouldmake improvementswheneverpossible.Withoutsome formof
improvementwhybother.
3. Principlesshouldbe applicable inknow ways,withknownorknowable beneficial outcomes.
These outcomesshouldtrytohave some measuresof effectiveness,efficiency, and
performance.
4. In the endthe managementprinciplesshouldprovide guidance fortheirapplicationtospecific
situations,domains,andcontextsinthatdomain.

2. Let’slookat the 12 inlightof the inversionof statement.
We don’treallywhatto
satisfyourcustomers,they’re
the lowestpriorityforour
efforts.Theirneedsanddesires
are notreallyourconcern.
Nothingcan change.We’re
lockedintoourapproach,our
budget,outschedule,our
productsand services.
The software we deliver
doesn’treallyhave towork.We
don’treallycare if it works.
We want to be leftalone by
the businesspeople.we have
no desire tointeractwiththem,
leave usalone,we’llgetbackto
youwhenwe’re done.
workingon thisprojectwill
be trulybad experience foryou
and yourteam mates.We’ll try
as hard as we can to make this
a veryunpleasantexperience.
We’re goingto go out of our
wayto burn people out,get
themto leave the project,treat
themlike slave laborand
generallymake thisabadplace
to work.
Have the software actually
workis the leastof our
concerns,
Nobodygetsto talkto talk to
anybodyaboutanything.Our
workis secret
What getsproducedis
generallyok.Qualityisour
lowestpriority
We’re goingtomake this
as complex aspossible.Noone
will be able tofigure outwhat
we’re doingorhowwe did it.
Architecture willbe
handeddownfromon highand
nothinginthe worldisgoingto
change it,it’scast instone.
Atthe endof every
deliverable,we’regoingto
ignore everythingthat
happened –both goodand
bad.