The seventh principle invites us to contemplate the immediate value customers gain from our work that produces demonstrable value and to use this as a measure of progress.
Teams laser-focused on providing a customer-centric product are motivated by external results, leading to faster implementation and adaptation throughout development.
8. Agile Processes Promote Sustainable Development
In a fast-moving environment where high-stakes products are being developed, agile processes provide a blanket of support for teams.
For example, agile teams work together in iterations, reporting progress and collaborating across departments. Completing the work in sprints ensures projects are distributed evenly, mutual direction is shared, and employees don’t burn out.
Agile leaders continuously improve their processes to ignite internal and external outcomes.
9. Continuous Attention to Technical Excellence and Good Design Enhances Agility
A well-designed product takes customers on a journey that hopefully leads to action– and software engineers learn as they create and update it.
Commitment to technical excellence and good design is ongoing; agile teams implement change as technology evolves. Building on top of an already high-quality product allows developers to make changes faster with more time to cross-collaborate with their team.
10. Simplicity—the Art of Maximizing the Amount of Work Not Being Done—is Essential
The principle of simplicity guides teams to prioritize the most essential projects and the simplest solutions above ‘staying busy.’ This type of focus reduces maintenance in the long run as well. After all, in 0 lines of code, you will find 0 defects.
Helping people focus on what is essential keeps businesses profitable and teams productive. Through stellar time management, employees deliver consistent results and can use their specialized skill set often.
11. The Best Architectures, Requirements, and Designs Emerge from Self-organizing Teams
Innovation occurs when teams are given autonomy to take ownership of decision-making independently and as a group.
The team members who understand a product best are those closest to it– capable of adapting, brainstorming, and creating under their own direction. Self-organizing teams see how their hard work directly impacts outcomes and find meaning in collective project control.
12. At Regular Intervals, the Team Reflects on How to Become More Effective
Imagine a work environment where team members don’t have deadlines or structure: a likely scenario is that this business will find itself muddled in administrative work, with very few exciting developments to report.
Working as a team at regular intervals keeps goals, deadlines, adjustments, and reflections in check. Short bursts reinforce the concept of a continuous cycle of improvement– every new sprint is an opportunity to learn more.
What’s Next for Agile?
