Agile manifesto values are something that most agile practitioners should be familiar with. Its publication in 2001 can be considered a genesis of the modern Agile approach to software development. Since its crisp expression of playful values and principles is important to the maturity of the method.
Manifesto refers to what it means to be agile; That is to say, value delivery, flexibility and focus on the people involved in the process. People involved in the process. find it difficult. And indeed, it is.
What drives people are (mostly – we’re looking at you, AI / ML.) People are the ones who drive our processes smoothly.
Organizing to identify value, and thus distributing said value. Anyway, people also have bad days and good days. They are in conflict.
They have wins and constant challenges. Basic as needs, sleep and shelter; And is as complex as recognition and relationships.
To have a process that inherently involves people, to be a people-first SDLC, begins with core values and principles.
The Agile Principle has values covered this nicely. But as Agility expands beyond software development, as it begins to inform how entire organizations should function, we’re finding that teams need something more people-oriented than the original Manifesto.
Enter the Agile HR Manifesto ( Agile people ops – APF). We mentioned this quickly last time, describing how the Agile Manifesto values directly inspired APF’s approach to articulating agile values and principles.
Let’s talk a little more about those people, and define what we feel is the next stage of Agile’s journey to a wider adoption of the company.
Teams of Teams over Traditional Hierarchies
Like its Agile counterpart, it too has supplementary Values:
By reading these, you may think that some are quite clear: Should not all organizations nurture talent? Will not all companies have a growth mindset?
The answer is no, not always. And that’s why APF is here to help. With clear agile principles manifesto, and a clear path toward cultural Agility, not just engineering Agility, APF serves to elevate teams and organizations to a higher level of effectiveness and empowerment.
As always, the How here is critical. And we’ll talk more about that in future blog posts. For now, let’s focus solely on the approach to adopting values and principles, and why this works.
The Agile Manifesto values provided guidelines for how to develop software. It encouraged putting the big BRDs aside and collaborating more with customers.
It advocated for breaking down silos, internally and externally. Revolutionized how we might consider feedback as part of the development process: The more frequent the feedback, the better the final product would become.
It encouraged the quick real ease of functional software, instead of sitting on something that may lose relevance over its time in development.
Similarly, the APF Manifesto seeks to break down barriers, and calls for intentional (and sometimes uncomfortable!) change. It seeks to identify the potential in people, instead of keeping them “in their lane” forever. It embraces challenges and efforts to improve mastery.
They demands that we are more transparent, and we coach one another through feedback and opportunity.
The APF Manifesto values takes a global look at the world today, recognizing that the most successful teams may be distributed, but still incredibly effective.
As we talk more about APF, and dive into the implementation details, it will be critical to know why these efforts exist, and where it’s all coming from.
The APF Manifesto helps ground us when making implantation-level details, like who should be involved in piloting new initiatives.
It helps us organize our teams to be more collaborative. It provides guidance on who we should be hiring as the organization continues to grow.
We’re excited to have you on this journey with us as we begin to explore the possibilities of more Agile organizations, from software development, to corporate culture.
Stay Tuned for our Upcoming Sessions “Agile PeopleOps Framework: An Agile HR Solution”.
Author: Christopher Goscinski