discussion question

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ANNEX A2 AGILE MANIFESTO MAPPING

This annex describes how the elements of the Agile Manifesto are covered in the Agile Practice .Guide

Table A2-1. Agile Manifesto Values Covered in the Agile Practice Guide

Value Coverage by Section and TitleAgile Practice Guide

Individuals and interactions over processes and tools

4.2 Servant Leadership Empowers the Team 4.3 Team Composition 5.1 Charter the Project and the Team 5.2.4 Daily Standups 6.2 Organizational Culture

Working software over comprehensive documentation

5.2.2 Backlog Preparation 5.2.3 Backlog Refinement 5.2.5 Demonstrations/Reviews 5.2.7 Execution Practices that Help Teams Deliver Value

Customer collaboration over contract negotiation

4.3 Team Composition 5.4 Measurements in Agile Projects 6.2 Organizational Culture 6.3 Procurement and Contracts 6.7 Organizational Structure

Responding to change over following a plan

5.2.1 Retrospectives 5.2.3 Backlog Refinement 5.2.5 Demonstrations/Reviews

Table A2-2. Mapping of Principles Behind the Agile ManifestoAgile Practice Guide

Principle Agile Practice Guide Coverage

Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

3.1 Characteristics of Project Life Cycles 5.2.7 Execution Practices that Help Teams Deliver Value

Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

5.2.3 Backlog Refinement

Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

5.2 Common Agile Practices

Business people and developers must work together daily throughout the project.

4.2 Servant Leadership Empowers the Team 5.2.2 Backlog Preparation 5.2.3 Backlog Refinement

Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

4.3 Team Composition 5.1 Charter the Project and the Team 5.2.1 Retrospectives

The most efficient and effective method 4.3.4 Team Structures

C o p y r i g h t 2 0 1 7 . P r o j e c t M a n a g e m e n t I n s t i t u t e .

A l l r i g h t s r e s e r v e d . M a y n o t b e r e p r o d u c e d i n a n y f o r m w i t h o u t p e r m i s s i o n f r o m t h e p u b l i s h e r , e x c e p t f a i r u s e s p e r m i t t e d u n d e r U . S . o r a p p l i c a b l e c o p y r i g h t l a w .

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of conveying information to and within a development team is face-to-face conversation.

5.2.4 Daily Standups

Working software is the primary measure of progress.

5.2.7 Execution Practices that Help Teams Deliver Value 5.2.8 How Iterations and Increments Help Delivery Working

Product

Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

5.1 Charter the Project and the Team

Continuous attention to technical excellence and good design enhances agility.

5.2 Common Agile Practices

Simplicity–the art of maximizing the amount of work not done is essential.

5.2.2 Backlog Preparation 5.2.3 Backlog Refinement

The best architectures, requirements, and designs emerge from self-organizing teams.

4.3 Team Composition

At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

5.2.1 Retrospectives

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