As 17 software practitioners mainly from different technology practices gather together in February 2001 with an agenda to find a better way of delivering software. They did a lot brainstorming over finding those better ways. After a long hour of discussion mostly they reach on a common agreement and those common understandings were mostly on behavioral practices. So they drafted 4 lines on their thought and laid a foundation of further discussion.

These 4 drafted lines became the principles and commonly known as “Agile Manifesto”. But these 4 principles were at very high level. Those 4 principles were:

  • Individual and interaction OVER Process and tools
  • Working Software OVER Comprehensive documentation
  • Customer collaboration OVER Contract negotiation
  • Responding to change OVER Following a plan

Now what is more important is : It says while those at right side have values they believe more values those on left. Now let us understand who were there in the group summit.

  1. Kent Beck
  2. Mike Beedle
  3. Arie van Bennekum
  4. Alistair Cockburn
  5. Ward Cunningham
  6. Martin Fowler
  7. James Grenning
  8. Jim Highsmith
  9. Andrew Hunt
  10. Ron Jeffries
  11. Jon Kern
  12. Brian Marick
  13. Robert C. Martin
  14. Steve Mellor
  15. Ken Schwaber
  16. Jeff Sutherland
  17. Dave Thomas

However, it also include 12 Sub Principles.


  • 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 a 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 able 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 behavior accordingly.
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