As presented at INCOSE UK ASEC 2013. This is a proposal for modification to the agile manifesto and principles to make them fit for purpose for systems engineering. Following discussion at the event, further changes will be made to this proposal in the future.

1. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013
A proposed Agile systems engineering
manifesto
Hazel Woodcock and Jon Chard, IBM Rational
hazel.woodcock@uk.ibm.com
jon.chard@uk.ibm.com
© 2013 IBM Corporation

2. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013 A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013
Manifesto for Agile Software Development
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.
Kent Beck
Mike Beedle
Arie van
Bennekum
Alistair Cockburn
Ward
Cunningham
Martin Fowler
James Grenning
Jim Highsmith
Andrew Hunt
Ron Jeffries
Jon Kern
Brian Marick
Robert C. Martin
Steve Mellor
Ken Schwaber
Jeff Sutherland
Dave Thomas
© 2001, the above authors this declaration may be freely copied in
any form, but only in its entirety through this notice.
© 2013 IBM Corporation

3. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013 A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013
Principles behind the Agile Manifesto
We follow these 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.
 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.
 Business people and developers must work
together daily throughout the project.
 Simplicity--the art of maximizing the amount of
work not done--is essential.
 Build projects around motivated individuals. Give
them the environment and support they need, and
trust them to get the job done.
 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.
© 2013 IBM Corporation

4. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013
Great, so what is wrong with that?
… for Systems Engineering
© 2013 IBM Corporation

5. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013
Why rethink the manifesto and not just tweak a methodology?
"Agile is a mindset: defined by values, guided by principles, manifested
through many different practices."
―Ahmed Sidky. co-author of Becoming Agile in an Imperfect World.
© 2013 IBM Corporation

6. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013
Measuring the change
Intent
Wording
No change
© 2013 IBM Corporation

7. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
Individuals and interactions over processes and tools
Demonstrable capability over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
© 2013 IBM Corporation

8. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013
1. Our highest priority is to satisfy the customer through early
and continuous delivery of valuable software.
Our highest priority is to satisfy the customer through early and
regular delivery of demonstrable capability.
© 2013 IBM Corporation

9. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013
2. Welcome changing requirements, even late in
development. Agile processes harness change for the
customer's competitive advantage.
Welcome managed change to requirements, even late in development.
Agile processes harness change for the customer's competitive
advantage.
© 2013 IBM Corporation

10. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013
3. Deliver working software frequently, from a couple of
weeks to a couple of months, with a preference to the
shorter timescale.
Deliver actual or modeled functionality frequently, from a couple of
weeks upwards, with a preference to the shorter timescale.
© 2013 IBM Corporation

11. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013
4. Business people and developers must work together daily
throughout the project.
Business people and the project team must work together daily
throughout the project.
© 2013 IBM Corporation

12. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013
5. Build projects around motivated individuals. Give them the
environment and support they need, and trust them to get
the job done.

© 2013 IBM Corporation

13. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013
6. The most efficient and effective method of conveying
information to and within a development team is face-toface conversation.
Use the most efficient and effective method of conveying
information to and within a development team, from face-to-face to
social business tools and collaborative design tools.
© 2013 IBM Corporation

14. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013
7. Working software is the primary measure of progress.
Demonstrable capability is the primary measure of progress.
© 2013 IBM Corporation

15. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013
8. Agile processes promote sustainable development. The
sponsors, developers, and users should be able to
maintain a constant pace indefinitely.
Agile processes promote sustainable development. The sponsors,
project team, and users should be able to maintain a constant pace
indefinitely.
© 2013 IBM Corporation

16. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013
9. Continuous attention to technical excellence and good
design enhances agility.

© 2013 IBM Corporation

17. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013
10. Simplicity--the art of maximizing the amount of work not
done--is essential.

© 2013 IBM Corporation

18. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013
11. The best architectures, requirements, and designs emerge
from self-organizing teams.

© 2013 IBM Corporation

19. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013
12. At regular intervals, the team reflects on how to become
more effective, then tunes and adjusts its behavior
accordingly.

© 2013 IBM Corporation

20. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013
Change summary
Item
Change
Manifesto
1.
… satisfy the customer through… delivery
2.
… harness change for the customer’s competitive advantage
3.
Deliver … frequently
4.
… work together …
5.
… trust…
6.
… most efficient and effective method
7.
…primary measure of progress
8.
… sustainable development
9.
Continuous attention …
10. Simplicity
11. …self-organizing teams
12. … reflects on how to become more effective…
© 2013 IBM Corporation

21. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013
With so little change, was that really worthwhile?
 YES!
 This is a set of principles to work to
 This underpins the culture of the project team
 With strong foundations, it is possible to build bigger
“Is it better to spend your time understanding principles or studying practices?
We observe that the best results come from combining the two approaches.
Copying practices without understanding the underlying principles has a long
history of mediocre results.”
—Mary & Tom Poppendieck, Implementing Lean Software Development,
Chapter 2 – Principles
© 2013 IBM Corporation

22. A proposed Agile systems engineering manifesto | INCOSE UK ASEC 2013
What next?
 Agree on the principles
 Methodologies – what can we learn from the software experience?
 INCOSE International WG exists
 UK Working group?
© 2013 IBM Corporation