The Principles behind the Agile Manifesto
- Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
- Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage.
- Deliver working software frequently, from a couple of weeks to a couple of months, with aÂ preference to the shorter timescale.
- Business people and developers must work together daily throughout the project.
- Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
- The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
- Working software is the primary measure of progress.
- Agile processes promote sustainable development. The sponsors, developers, and users should be ableÂ to maintain a constant pace indefinitely.
- Continuous attention to technical excellence and good design enhances agility.
- Simplicity–the art of maximizing the amount of work not done–is essential.
- The best architectures, requirements, and designs emerge from self-organizing teams.
- At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly.
The Five Principles of Lean
- Value – specify what creates value from the customerâ€™s perspective.
- The value stream â€“ identify all the steps along the process chain.
- Flow – make the value process flow.
- Pull – make only what is needed by the customer (short term response to the customerâ€™s rate of demand).
- Perfection – strive for perfection by continually attempting to produce exactly what the customer wants.
The Seven Principles of Lean Software Development
- Eliminate waste
- Amplify learning
- Decide as late as possible
- Deliver as fast as possible
- Empower the team
- Build integrity in
- See the whole
The 4 Sections and the 14 Principles of the Toyota Way
I. Having a long-term philosophy that drives a long-term approach to building a learning organization
1. Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals
II. The right process will produce the right results
2. Create a continuous process flow to bring problems to the surface
3. Use “pull” systems to avoid overproduction
4. Level out the workload (heijunka). (Work like the tortoise, not the hare)
5. Build a culture of stopping to fix problems, to get quality right the first time
6. Standardized tasks and processes are the foundation for continuous improvement and employee empowerment
7. Use visual control so no problems are hidden
8. Use only reliable, thoroughly tested technology that serves your people and processes
III. Add value to the organization by developing its people and partners
9. Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others
10. Develop exceptional people and teams who follow your company’s philosophy
11. Respect your extended network of partners and suppliers by challenging them and helping them improve
IV. Continuously solving root problems to drive organizational learning
12. Go and see for yourself to thoroughly understand the situation (Genchi Genbutsu).
13. Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly (Nemawashi).
14. Become a learning organization through relentless reflection (hansei) and continuous improvement (Ðšaizen).