Hello dear readers! In this post on negarinfo we are going to talk about “what does not belong to cornerstones of the agile manifesto”
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What does NOT belong to cornerstones of the agile manifesto?
1: Individuals and interactions over processes and tools
2: Working software over comprehensive documentation
3: Processes over people
4: Customer collaboration over contract negotiation
5: Responding to change over following a plan
ANSWER: 3. Processes over people
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The Agile Manifesto is a document that identifies four key values and 12 principles that its authors believe software developers should use to guide their work. Formally called the Manifesto for Agile Software Development, it was produced by 17 developers during an outing on Feb. 11-13, 2001, at The Lodge at Snowbird ski resort in Utah.
The developers called themselves the Agile Alliance. They were seeking an alternative to the existing software development processes that they saw as complicated, unresponsive and too focused on documentation requirements.
Furthermore, the developers express a desire to find a balance between the existing ways of development and new the alternatives. They admit to accepting modeling and documentation, but only when it has a clear, beneficial use. The developers also explain that while planning is important, it is also necessary to accept that plans change and to allow flexibility for these modifications. Overall, the Manifesto focuses on valuing individuals and interactions over processes and tools.
Four values of the Agile manifesto
The four core values of Agile software development as stated by the Agile Manifesto are:
- individuals and interactions over processes and tools;
- working software over comprehensive documentation;
- customer collaboration over contract negotiation; and
- responding to change over following a plan.
The 12 principles of the Agile manifesto
The 12 principles articulated in the Agile Manifesto are:
- Satisfying customers through early and continuous delivery of valuable work.
- Breaking big work down into smaller tasks that can be completed quickly.
- Recognizing that the best work emerges from self-organized teams.
- Providing motivated individuals with the environment and support they need and trusting them to get the job done.
- Creating processes that promote sustainable efforts.
- Maintaining a constant pace for completed work.
- Welcoming changing requirements, even late in a project.
- Assembling the project team and business owners on a daily basis throughout the project.
- Having the team reflect at regular intervals on how to become more effective, then tuning and adjusting behavior accordingly.
- Measuring progress by the amount of completed work.
- Continually seeking excellence.
- Harnessing change for a competitive advantage.
- learning is a relatively __ change of behaviors resulting from __.
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