The Half Arsed Agile Manifesto

Manifesto for Half-Arsed Agile Software Development

We have heard about new ways of developing software by
paying consultants and reading Gartner reports. Through
this we have been told to value:

Individuals and interactions over processes and tools…and we have mandatory processes and tools to control how those individuals (we prefer the term ‘resources’) interact

Working software over comprehensive documentation… as long as that software is comprehensively documented

Customer collaboration over contract negotiation… within the boundaries of strict contracts, of course, and subject to rigorous change control

Responding to change over following a plan…provided a detailed plan is in place to respond to the change, and it is followed precisely

That is, while the items on the left sound nice
in theory, we’re an enterprise company, and there’s
no way we’re letting go of the items on the right.


[HT: Kerry Buckley]

11 Replies to “The Half Arsed Agile Manifesto”

    1. This is soooo true – every place I’ve worked, the “boss” has never let the team mature for themselves, but rather just pushed to get it done his/her way

  1. This is where leadership plays an important role on an agile team. Strong leadership and coaching ability from the Scrum master and Product Owner can overcome the inherent rigidness of committee driven c-level force down strategy and business management. Additionally, all operating roles with an agile team should focus on “enabling” and less on managing.

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