Foundation of Agile Software Development and Project Management

The foundations of Agile Software Development and Project Management are, without a doubt, the Agile Manifesto and the Declaration of Inter-Dependence.

In 2001, a group of software experts got together in the Snowbird resort of Utah to draft what is known as the Agile 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.”

Along with these four values, the Agile Manifesto has twelve principles:

1. Satisfy the customer is our highest priority through early and continuous delivery of valuable software.
2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
6. Face-to-face conversation is the most efficient and effective method of conveying information to and within a development team.
   
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity—the art of maximizing the amount of work not done—is essential.
11. The best architectures, requirements, and designs emerge from self-organizing teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

While the Agile Manifesto was written in 2001, several years after Scrum was announced in object-oriented programming, systems, languages ​​and applications (OOPSLA) in 1996, is well known among the experts who have great influence on Scrum . This influence is evident in the second book by Ken Schwaber, Agile Project Management with Scrum, who wrote that Scrum is an agile process with the values ​​and principles as described in the Agile Manifesto.