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Let's continue our understanding of Agile with a little history lesson. Agile was created for software development projects by 17 software practitioners. Collectively, these practitioners are referred to as the Agile Alliance. These 17 individuals met in Snowbird, Utah, in February 2001 to “uncover better ways of developing software.” The 17 software practitioners created the Agile Manifesto, which states (Beck et al. 2001):

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.

The Agile Alliance, officially formed in late 2001, is a nonprofit organization that promotes, disseminates, and develops the use of Agile and supports people using Agile (Agile Alliance 2001). While the roots of Agile are in developing software, other industries, disciplines, functions, and professions use Agile, including marketing, sales, construction, event planning, and now auditing.

The four Agile Manifesto values set the basis for 12 principles as follows (Agile Alliance 2001):

1 Our highest priority is to satisfy the customer 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 for 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 The most efficient and effective method of conveying information to and within a development team is face‐to‐face conversation.

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‐managing teams.

12 At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

The values and principles discussed earlier in this chapter are essential ingredients of the Agile mindset and set the foundation of Agile frameworks.