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In software development, agile practices (sometimes written "Agile") include requirements, discovery and solutions improvement through the collaborative effort of self-organizing and cross-functional teams with their customer(s)/end user(s). Popularized in the 2001 Manifesto for Agile Software Development, these values and principles were derived from, and underpin, a broad range of software development frameworks, including Scrum and Kanban. While there is much anecdotal evidence that adopting agile practices and values improves the effectiveness of software professionals, teams and organizations, the empirical evidence is mixed and hard to find. History Iterative and incremental software development methods can be traced back as early as 1957, with evolutionary project management and adaptive software development emerging in the early 1970s. During the 1990s, a number of lightweight software development methods evolved in reaction to the prevailing heavyweight methods (often referred to collectively as waterfall) that critics described as overly regulated, planned, and micromanaged. These lightweight methods included: rapid application development (RAD), from 1991; the unified process (UP) and dynamic systems development method (DSDM), both from 1994; Scrum, from 1995; Crystal Clear and extreme programming (XP), both from 1996; and feature-driven development (FDD), from 1997. Although these all originated before the publication of the Agile Manifesto, they are now collectively referred to as agile software development methods. Already since 1991 similar changes had been underway in manufacturing and management thinking derived from Lean management. In 2001, seventeen software developers met at a resort in Snowbird, Utah to discuss lightweight development methods. They were: Kent Beck (Extreme Programming), Ward Cunningham (Extreme Programming), Dave Thomas (PragProg, Ruby), Jeff Sutherland (Scrum), Ken Schwaber (Scrum), Jim Highsmith (Adaptive Software Development), Alistair Cockburn (Crystal), Robert C. Martin (SOLID), Mike Beedle (Scrum), Arie van Bennekum, Martin Fowler (OOAD and UML), James Grenning, Andrew Hunt (PragProg, Ruby), Ron Jeffries (Extreme Programming), Jon Kern, Brian Marick (Ruby, TDD), and Steve Mellor (OOA). Together they published the Manifesto for Agile Software Development. In 2005, a group headed by Cockburn and Highsmith wrote an addendum of project management principles, the PM Declaration of Interdependence, to guide software project management according to agile software development methods. In 2009, a group working with Martin wrote an extension of software development principles, the Software Craftsmanship Manifesto, to guide agile software development according to professional conduct and mastery. In 2011, the Agile Alliance created the Guide to Agile Practices (renamed the Agile Glossary in 2016), an evolving open-source compendium of the working definitions of agile practices, terms, and elements, along with interpretations and experience guidelines from the worldwide community of agile practitioners. The Manifesto for Agile Software Development Agile software development values Based on their combined experience of developing software and helping others do that, the authors of the manifesto declared that they valued: 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 to say, while both sides have value and the items on the right should be considered, the authors felt that the items on the left should have more influence on how people approach their work. As Scott Ambler explained: Tools and processes are important, but it is more important to have competent people working together effectively. Good documentation is useful in helping people to understand how the software is built and how to use it, but the main point of development is to create software, not documentation. A contract is important but is no substitute for working closely with customers to discover what they need. A project plan is important, but it must not be too rigid to accommodate changes in technology or the environment, stakeholders' priorities, and people's understanding of the problem and its solution. Some of the authors formed the Agile Alliance, a non-profit organization that promotes software development according to the manifesto's values and principles. Introducing the manifesto on behalf of the Agile Alliance, Jim Highsmith said, The Agile movement is not anti-methodology, in fact many of us want to restore credibility to the word methodology. We want to restore a balance. We embrace modeling, but not in order to file some diagram in a dusty corporate repository. We embrace documentation, but not hundreds of pages of never-maintained and rarely-used tomes. We plan, but recognize the limits of planning in a turbulent environment. Those who would brand proponents of XP or SCRUM or any of the other Agile Methodologies as "hackers" are ignorant of both the methodologies and the original definition of the term hacker. Agile software development The Manifesto for Agile Software Development is based on twelve principles: Customer satisfaction by early and continuous delivery of valuable software. Welcome changing requirements, even in late development. Deliver working software frequently (weeks rather than months). Close, daily cooperation between business people and developers. Projects are built around motivated individuals, who should be trusted. Face-to-face conversation is the best form of communication (co-location). Working software is the primary measure of progress. Sustainable development, able to maintain a constant pace. Continuous attention to technical excellence and good design. Simplicity—the art of maximizing the amount of work not done—is essential. Best architectures, requirements, and designs emerge from self-organizing teams. Regularly, the team reflects on how to become more effective, and adjusts accordingly. Overview Iterative, incremental, and evolutionary Most agile development methods break product development work into small increments that minimize the amount of up-front planning and design. Iterations, or sprints, are short time frames (timeboxes) that typically last from one to four weeks.: 20  Each iteration involves a cross-functional team working in all functions: planning, analysis, design, coding, unit testing, and acceptance testing. At the end of the iteration a working product is demonstrated to stakeholders. This minimizes overall risk and allows the product to adapt to changes quickly. An iteration might not add enough functionality to warrant a market release, but the goal is to have an available release (with minimal bugs) at the end of each iteration. Through incremental development, products have room to "fail often and early" throughout e.... Discover the Lisa Crispin Janet Gregory popular books. Find the top 100 most popular Lisa Crispin Janet Gregory books.