The 12 Agile Principles: A Guide to Agile Project Management
Agile project management is a popular method for managing software development projects. It is based on the Agile Manifesto, a set of values and principles for software development. The Agile Manifesto was created in 2001 by a group of software developers, and it has since become widely adopted by organizations around the world.
The 12 Agile principles are the foundation of the Agile Manifesto. They provide a roadmap for organizations to follow when implementing Agile project management. In this article, we will explore each of the 12 Agile principles in detail.
Customer Satisfaction through Continuous Delivery
One of the key principles of Agile project management is to prioritize customer satisfaction. This is achieved through continuous delivery of working software. By delivering working software frequently, organizations can receive feedback from customers and make improvements based on that feedback.
“The best way to predict the future is to invent it.” -Alan Kay
An example of this principle in action is the development of a new mobile app. The development team might work in two-week sprints, delivering a new version of the app to the customer at the end of each sprint. The customer can then provide feedback, and the development team can make changes based on that feedback in the next sprint. This cycle of continuous delivery and feedback leads to a better product and higher customer satisfaction.
Working Software over Comprehensive Documentation
Another key principle of Agile project management is to prioritize working software over comprehensive documentation. This means that the development team should focus on delivering functional software, rather than spending a lot of time creating detailed documentation.
“The only way to do great work is to love what you do.” -Steve Jobs
For example, a development team might create a simple prototype of a new software product. They can then show the prototype to the customer and get feedback. Based on the feedback, the development team can make improvements to the software and deliver a working version. The focus is on delivering functional software, rather than spending a lot of time creating detailed documentation.
Collaboration between Customers and Development Teams
Another important principle of Agile project management is collaboration between customers and development teams. This means that the customer and the development team should work together throughout the project to ensure the final product meets the customer’s needs.
“Collaboration allows us to go further than we could on our own.” -Isabel Allende
For example, a customer might have a specific idea for a new software product. The development team can work with the customer to understand their requirements and turn that idea into a working product. This close collaboration between the customer and the development team leads to a better product and higher customer satisfaction.
Responding to Change over Following a Plan
Agile project management is flexible and adaptable. This means that the development team should be prepared to respond to change, rather than following a rigid plan. The development team should be able to adapt to changing requirements and make changes to the project as needed.
“The only constant in life is change.” -Heraclitus
For example, a development team might be working on a new software product. During the project, the customer might change their requirements. Rather than sticking to the original plan, the development team should be able to respond to the change and make the necessary adjustments to the project. This flexibility allows the development team to deliver a better product that meets the customer’s needs.
Ronald M. Batten
Ronald M. Batten is a project manager based in the United States with an impressive career spanning over 20 years. Born and raised in Chicago, Illinois, Ronald attended the University of Illinois at Urbana-Champaign where he earned his bachelor's degree in engineering. After graduation, Ronald began his career in the telecommunications industry, working for a major telecom company based in Chicago. He quickly proved himself to be a talented engineer and project manager, leading successful projects to improve the company's network infrastructure and customer experience. Ronald's natural leadership skills and ability to navigate complex projects caught the attention of senior executives, and he was soon promoted to senior project manager. In this role, he oversaw large-scale projects across multiple regions, coordinating with stakeholders and ensuring projects were completed on time and within budget. After several years in the telecommunications industry, Ronald decided to transition to the healthcare sector. He joined a major healthcare provider as a project manager, where he was responsible for managing projects to improve patient care and operational efficiency. Ronald's technical expertise and ability to communicate effectively with stakeholders were instrumental in the successful completion of numerous projects. Ronald's passion for project management led him to pursue further education, and he earned his Master of Business Administration (MBA) degree from Northwestern University's Kellogg School of Management. With his newfound knowledge and expertise, Ronald continued to lead successful projects in the healthcare industry, including the implementation of new electronic medical record systems and the redesign of clinical workflows.