The sign of modernity is not just the fastest computers. It is also, and perhaps above all, a way of thinking. Perhaps it is precisely the excessive focus on technology that makes a philosophy of action that is extremely popular overseas remain practically unnoticed here for four years. The term agile means in English: fast, clever, brilliant. Looking at the principles guiding the creators of this methodology, it is difficult to settle on one of these terms. Certainly, the primary goal of Agile is progress, development, and improvement of advanced software systems supporting management in conditions of uncertainty.
At the threshold of the century
The Agile Manifesto, signed by seventeen people, was announced in February 2001. Its main principles oppose the existing standards of the world of advanced information technologies. They re-evaluate the very way of thinking. They place greater emphasis on what they believe is more important in the process of software creation and integration. According to them:
– individuals and interactions are more important than processes and tools
– working software is more important than comprehensive documentation
– customer collaboration is more important than contract negotiation
– responding to change is more important than following a plan.
Apparently, there is nothing new in the desire to quickly deliver valuable software to customers. Apparently, because after taking a closer look at the increasingly bloated, unified tool packages available on the market, this is no longer so obvious. One must also remember what technological and substantive advantage the manufacturer has and how strong the temptation is to use it to gain additional profits. The fact that this is not a trivial issue is evidenced by one of the Agile postulates, according to which the primary measure of progress is that the software… works! Of course, it works according to expectations. Customer participation in every stage of the software creation and improvement process is intended to be not only a guarantee of reliability but also of the flexibility necessary to better take into account the specifics of market requirements. Frequent delivery of subsequent project fragments allows for a better assessment of the degree of adaptation to specific needs, but at the same time allows for new suggestions and solutions to be taken into account. Moving away from a rigid schedule and phased project implementation enables its constant, easy modification, even just before completion. The harness of Agile procedures then transforms into a source of competitive advantage – write its creators in the manifesto.
Not everyone can
Daily experience persistently shatters the recently fashionable view that everyone can do everything. In Agile, determined individuals play a key role. Only properly motivated employees are able to complete a project that appears to be great chaos at first glance.
The article comes from the magazine “e-Fakty” 2/2005.