Agile Manifestos

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These are the Agile Manifestos that I have discovered to date.  Please let me know if there are others of which I should be aware, and I will add to this list.

Please note:  This information is taken, unedited, directly from the relevant websites, and are copyrighted by each relevant organisation.

Agile Software Development Manifesto –

We are uncovering better ways of developing software by doing it and helping others do it.

Through this work we have come to value:

  • 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, while there is value in the items on the right, we value the items on the left more.

We follow these principles:

  • Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
  • Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage.
  • Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
  • Business people and developers 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.
  • Working software is the primary measure of progress.
  • Agile processes promote sustainable development. The sponsors, developers, 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 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.

Modern Agile –

Modern agile methods are defined by four guiding principles:

  • Make People Awesome – Steve Jobs used to ask his colleagues, “What incredible benefits can we give to the customer? Where can we take the customer?” In modern agile we ask how we can make people in our ecosystem awesome. This includes the people who use, make, buy, sell or fund our products or services. We learn their context and pain points, what holds them back and what they aspire to achieve. How can we make them awesome?
  • Make Safety a Prerequisite – Safety is both a basic human need and a key to unlocking high performance. We actively make safety a prerequisite by establishing safety before engaging in any hazardous work. We protect people’s time, information, reputation, money, health and relationships. And we endeavor to make our collaborations, products and services resilient and safe.
  • Experiment & Learn Rapidly – You can’t make people awesome or make safety a prerequisite if you aren’t learning. We learn rapidly by experimenting frequently. We make our experiments “safe to fail” so we are not afraid to conduct more experiments. When we get stuck or aren’t learning enough, we take it as a sign that we need to learn more by running more experiments.
  • Deliver Value Continuously – Anything that isn’t delivered isn’t helping anyone become more awesome or safe. In modern agile we ask ourselves, “How could valuable work be delivered faster?” Delivering value continuously requires us to divide larger amounts of value into smaller pieces that may be delivered safely now rather than later.

Agile Business Manifesto –

The Agile Business Manifesto builds on the original Agile Manifesto which gave us a blueprint for a better way of developing software, but it also spoke to some fundamental principles for doing better business in the complex adaptive environment we know today.

The twelve principles of agile business align closely with those that were originated in the agile manifesto.

  1. The primary orientation is towards customer need delivered through constant improvement of customer experience
  2. Strategies and tactics are highly adaptive and responsive, and change is welcomed
  3. Iterative, sprint working delivers customer value through continuous progress and momentum
  4. Effective cross-functional collaboration, supported through clear intent, is critical for success
  5. Build companies with motivated individuals. Empower teams to deliver through a flexible working environment characterised by trust and comfort with dissent
  6. Bureaucracy and politics are minimised, co-location and face-to-face communication are maximised wherever possible
  7. Working outputs are the optimum measure of progress and success
  8. Agile business supports relentless and sustainable innovation and progress. Change and iteration is constant, and the pace of progress never slows
  9. Technical excellence and good design are central to maintaining pace and agility
  10. Minimise wasted effort, duplication and resources
  11. The best results emerge from small teams with a high degree of autonomy
  12. Continuous improvement is achieved through embedded reflection time, and behaviours and culture that support learning

Agile HR Manifesto –

We are uncovering better ways of developing an engaging workplace culture by doing it and helping others do it.

Through this work we have come to value:

  • Collaborative networks over hierarchical structures
  • Transparency over secrecy
  • Adaptability over prescriptiveness
  • Inspiration and engagement over management and retention
  • Intrinsic motivation over extrinsic rewards
  • Ambition over obligation

That is, while there is value in the items on the right, we value the items on the left more.

We follow these principles:

  • Support people to engage, grow, and be happy in their workplace.
  • Encourage people to welcome change and adapt when needed.
  • Help to build and support networks of empowered, self-organising and collaborative teams.
  • Nourish and support the people’s and team’s motivation and capabilities, help them build the environment they need, and trust them to get the job done.
  • Facilitate and nurture personal growth, to harness employee’s different strengths and talents.

Agile Marketing Manifesto –

We are discovering better ways of creating value for our customers and for our organizations through new approaches to marketing.  Through this work, we have come to value:

  • Validated learning over opinions and conventions
  • Customer focused collaboration over silos and hierarchy
  • Adaptive and iterative campaigns over Big-Bang campaigns
  • The process of customer discovery over static prediction
  • Flexible vs. rigid planning
  • Responding to change over following a plan
  • Many small experiments over a few large bets

Agile Marketing Principles (proposed)

We didn’t vote on a set of principles, but here are the candidates. They elaborate on the values.

  • Our highest priority is to satisfy the customer through early and continuous delivery of marketing that solves problems
  • We welcome and plan for change. We believe that our ability to quickly respond to change is a source of competitive advantage
  • Deliver marketing programs frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale
  • Great marketing requires close alignment with the business people, sales and development
  • Build marketing programs around motivated individuals. Give them the environment and support they need, and trust them to get the job done
  • Learning, through the build-measure-learn feedback loop, is the primary measure of progress
  • Sustainable marketing requires you to keep a constant pace and pipeline
  • Don’t be afraid to fail; just don’t fail the same way twice
  • Continuous attention to marketing fundamentals and good design enhances agility
  • Simplicity is essential

Beyond Bugeting Principles –

The Beyond Budgeting principles include the most important leadership and process principles to be addressed in order to achieve the full benefits of the Beyond Budgeting management philosophy.

Beyond Budgeting represents a management philosophy, not a management recipe.  Accordingly, the principles do not represent a checklist.  The principles are based on our observations of what works (and what doesn’t work) in practice.

Together with significant research, and debate, since our network started in 1998, this makes a solid foundation for these principles.  Alignment between leadership principles and management processes is a key element of Beyond Budgeting; without such cohesion, organisations risk having serious disconnects between what is said and what is done, which is poison to any organisation.

This explains the dual focus of the 12 principles.  The purpose of the principles is to inspire and guide organisations as they strive to implement Beyond Budgeting; we refer to this as being on a Beyond Budgeting journey.  Below is the latest updated version of the 12 principles (from March 2016).  We hope that the 12 Beyond Budgeting Principles will help your organisation on its journey.

Leadership Principles

  1. Purpose – Engage and inspire people around bold and noble causes; not around short-term financial targets.
  2. Values – Govern through shared values and sound judgement; not through detailed rules and regulations
  3. Transparency – Make information open for self-regulation, innovation, learning and control; don’t restrict it.
  4. Organisation – Cultivate a strong sense of belonging and organise around accountable teams; avoid hierarchical control and bureaucracy.
  5. Autonomy – Trust people with freedom to act; don’t punish everyone if someone should abuse it.
  6. Customers – Connect everyone’s work with customer needs; avoid conflicts of interest.

Management Processes

  1. Rhythm – Organise management processes dynamically around business rhythms and events; not around the calendar year only.
  2. Targets – Set directional, ambitious and relative goals; avoid fixed and cascaded targets
  3. Plans and forecasts – Make planning and forecasting lean and unbiased processes; not rigid and political exercises.
  4. Resource allocation – Foster a cost-conscious mind-set and make resources available as needed; not through detailed annual budget allocations.
  5. Performance evaluation – Evaluate performance holistically and with peer feedback for learning and development; not based on measurement only and not for rewards only.
  6. Rewards – Reward shared success against competition; not against fixed performance contracts.