How The Agile Manifesto Came To Be
Summary
TLDRJeff Sutherland, co-creador de Scrum y fundador de Scrum Inc., relata la historia detrás del Manifiesto Ágil y su reunión en 2001. Expone cómo 17 líderes del sector software eligieron 'Ágil' como término para describir sus procesos ligeros de desarrollo, impulsados por la necesidad de mejorar la eficiencia y la interacción con los clientes. Detalla cómo se formularon los cuatro valores del manifiesto y los 12 principios que los amplían, destacando la importancia de la colaboración con el cliente y la entrega incremental de productos. Sutherland también comenta la expansión de Scrum más allá del desarrollo de software.
Takeaways
- 🌟 Scrum fue creado por Jeff Sutherland, quien también co-fundó el manifiesto ágil y Scrum Inc.
- 📅 En 2001, el manifiesto ágil se firmó en Utah, marcando el inicio de una nueva era en el desarrollo de software.
- 🧠 Participaron 17 pensadores líderes en la industria, quienes buscaban mejorar los procesos de desarrollo de software.
- 🏔️ El término 'ágil' fue propuesto por Mike Beedle durante la reunión del manifiesto ágil, inspirado por el libro sobre compañías de hardware ágil.
- 🗣️ Durante la reunión, se enfatizó la importancia de la colaboración con el cliente y la adaptabilidad frente a seguir un plan.
- 📝 Se redactaron 12 principios que amplían y aclara los valores del manifiesto ágil, enfocándose en la priorización del cliente y la entrega incremental.
- 🔄 La adopción del manifiesto ágil y Scrum se expandió rápidamente, con Scrum llegando a dominar el 80% del mercado.
- 🌐 Scrum demuestra su capacidad para escalar y funcionar tanto en entornos presenciales como remotos.
- 📚 Otros procesos ágiles como Extreme Programming también tuvieron un impacto significativo en la industria.
- 🤝 A pesar de las diferencias iniciales, todos los participantes en la reunión del manifiesto ágil estuvieron de acuerdo con los cuatro valores y los 12 principios.
Q & A
¿Quién es Jeff Sutherland y qué contribución tuvo en Scrum?
-Jeff Sutherland es el co-creador de Scrum, el fundador de Scrum Inc y el creador de Scrum at Scale.
¿En qué año tuvo lugar la reunión del Agile Manifesto y dónde se llevó a cabo?
-La reunión del Agile Manifesto tuvo lugar en 2001 en Snowbird, Utah.
¿Cuál fue el propósito de la reunión del Agile Manifesto?
-El propósito de la reunión fue discutir y trabajar en procesos ágiles de desarrollo de software y cómo cambiar la forma en que se trabajaba en el sector del software.
¿Quién propuso la palabra 'ágil' durante la reunión del Agile Manifesto?
-La palabra 'ágil' fue propuesta por Mike Beedle durante la primera jornada de la reunión del Agile Manifesto.
¿De qué libro tomó Mike Beedle inspiración para proponer la palabra 'ágil'?
-Mike Beedle tomó inspiración de un libro sobre compañías de hardware ágil que discutía cómo hacer que el enfoque Lean fuera más adaptable al entorno.
¿Cuál fue el resultado de la primera jornada de la reunión del Agile Manifesto?
-El resultado fue la elección de la palabra 'ágil' para describir el enfoque conjunto que se estaba desarrollando.
¿Qué significaba el término 'Lean' en el contexto de la reunión del Agile Manifesto?
-En el contexto de la reunión del Agile Manifesto, 'Lean' se refería a un enfoque de eficiencia y eliminación de desperdicio, pero que necesitaba involucrar directamente a los clientes en la creación del producto para ser más adaptable.
¿Cuál fue la principal preocupación de Martin Fowler durante la segunda jornada de la reunión del Agile Manifesto?
-La preocupación principal de Martin Fowler era que el grupo no estuviera de acuerdo en algo, por lo que escribió en el tablero 'individuos e interacciones' para enfocarse en lo que todos podrían valorar.
¿Cuál fue la frase que escribió Martin Fowler en el tablero durante la reunión del Agile Manifesto?
-Martin Fowler escribió en el tablero 'individuos e interacciones sobre procesos y herramientas'.
¿Qué valor se consideró más importante que la documentación durante la reunión del Agile Manifesto?
-Se valoró más la entrega temprana y regular de software funcional que la documentación exhaustiva.
¿Cuál fue la discusión clave que se tuvo durante la reunión del Agile Manifesto sobre la relación con el cliente?
-Se discutió que la colaboración con el cliente era más importante que la negociación contractual, lo que se reflejó en uno de los valores del Agile Manifesto.
¿Cómo se sintieron los asistentes a la reunión del Agile Manifesto después de que los nueve que habían salido tomaron un descanso y vieron el tablero?
-Cuando los nueve asistentes que habían salido tomaron un descanso regresaron y vieron el tablero, hubo un momento de silencio y asombro, y Ward Cunningham, quien había inventado el wiki, dijo que era impresionante y nadie cambió una palabra.
¿Cuánto tiempo tomó desarrollar los 12 principios que amplían y aclara los valores del Agile Manifesto?
-Tomó varias horas desarrollar los 12 principios que acompañan a los valores del Agile Manifesto.
¿Cómo se relaciona Scrum con el Agile Manifesto y qué importancia tiene en el mercado actual?
-Scrum es un marco de trabajo ágil que se ha escalado a cualquier tamaño y se ha implementado en muchas empresas. Hoy en día, Scrum representa alrededor del 80% del mercado de desarrollo de software.
Outlines
😀 Creación del Manifiesto Ágil
Jeff Sutherland, co-creador del Scrum y fundador de Scrum Inc., relata su participación en la reunión del Manifiesto Ágil en 2001 en Utah. Expone que la reunión fue convocada por Bob Martin y que contó con la presencia de 17 líderes del sector que buscaban cambiar el paradigma de desarrollo de software. Se discutió sobre procesos ágiles y cómo nombrarlos, llegando a la palabra 'ágil' propuesta por Mike Beedle, quien la sugirió inspirado en el libro sobre 'hardware ágil'. La palabra 'ágil' fue elegida al final del primer día de la reunión.
🤔 Valores del Manifiesto Ágil
En el segundo día de la reunión, mientras algunos asistentes hacían descanso en las pistas de esquí, ocho personas se quedaron en la sala y discutieron sobre los valores fundamentales del manifiesto ágil. Martin Fowler escribió en el pizarrón 'individuos e interacciones', lo que significaba que estos eran más importantes que los procesos y herramientas. Se valoró la entrega temprana y regular de software funcional por encima de la documentación exhaustiva. Jeff Sutherland destacó la importancia de la colaboración con el cliente y la adaptación a cambios en lugar de seguir un plan rígido. Los valores acordados en 15 minutos por ocho personas fueron aprobados por el resto del grupo sin cambios.
🚀 Ampliación y Dominio del Scrum
Jeff Sutherland describe cómo el Scrum se amplió y se convirtió en el estándar dominante en el ámbito del desarrollo de software, llegando a representar el 80% del mercado en 2010. También menciona que la mayoría de los negocios actuales de Scrum Inc. y Scrum.org no son de software, lo que indica la expansión del enfoque ágil más allá del sector tecnológico. Sutherland reconoce la contribución de otros participantes en la reunión del Manifiesto Ágil, como Alistair Cockburn y Jim Highsmith, y destaca la importancia de la adaptabilidad y la colaboración directa con el cliente como claves del éxito en el ámbito de la tecnología de la información.
Mindmap
Keywords
💡Scrum
💡Manifesto Ágil
💡Valores Ágiles
💡Principios del Manifesto Ágil
💡Desarrollo Iterativo
💡Desarrollo Incremental
💡Colaboración con el Cliente
💡Adaptabilidad
💡Lean
💡Extreme Programming (XP)
💡Alastair Cochrane
Highlights
Jeff Sutherland, co-creator of Scrum, shares his experience at the Agile Manifesto meeting in 2001.
Agile Manifesto meeting attendees were thought leaders in the industry, pushing for a change in software development.
The term 'agile' was proposed by Mike Beedle, inspired by agile hardware companies.
Agile was chosen as a term to represent a better approach to software development over heavyweight processes.
The Agile Manifesto was created in a 15-minute meeting by eight individuals.
The values of Agile were discussed and agreed upon, emphasizing individuals and interactions over processes and tools.
Working software was valued over comprehensive documentation, reflecting a shift towards practicality.
Customer collaboration was deemed more important than contract negotiation.
The principle of responding to change over following a plan was a key takeaway from the meeting.
The Agile Manifesto and its 12 principles were finalized in a day, unedited by the group.
Agile values were further elaborated in the afternoon, focusing on customer involvement and iterative delivery.
Agile's principles have become a global phenomenon, influencing software and non-software industries.
Scrum's ability to scale and work effectively in remote environments has made it dominant in the market.
The Agile Manifesto's values and principles have remained consistent over time, despite individual differences.
The importance of incremental delivery and customer focus has been emphasized over the years.
Agile has expanded beyond software development, with Scrum being applied in various business contexts.
The contributions of each attendee at the Agile Manifesto meeting were unique and valuable.
The Agile community has matured, with members acknowledging the importance of the original values and principles.
Transcripts
i'm jeff sutherland the co-creator of
scrum
the founder of scrum inc and the creator
of scrum at scale
and 20 years ago in 2001 i was at the
agile manifesto meeting
in snowboard utah on the signatory of
the agile manifesto
[Music]
most of these people back much earlier
than 2001
had been involved in discussing and
working on agile process
there are other people other than bob
martin who say they
push for this kind of meeting but bob
martin was the one that called everybody
up and said let's get together and
uh two of the people there lived in utah
uh aleister cochrane and
uh jim high smith
uh jim had just written a book on agile
agile
management adaptive management he called
it
and alastair coburn had has
written several books on a framework for
agility
that he called crystal that he was using
with his consulting customers
uh but there were only scrum and extreme
programming that were deployed to
many hundreds of teams and many
different companies all of the people
in the and that were there the 17 people
were thought leaders in the industry
and so everybody you know pushing for
the word agile as a way to change the
way we were working in software that was
the driving force and it was really a
competitive
threat that we had from big heavy
software development processes that no
one liked
so that was a motivation to get
everybody together
well the first day every person there
got to talk about what they were doing
uh so everybody was presenting their own
way of
thinking about this at the time we were
using the word lightweight processes
and we knew that wasn't a word we needed
a better word
so it took us the whole day to get
through everyone presenting and then
talking about what are we going to call
this
all together well the word agile
was proposed by mike beadle
uh during the first day of the agile
manifesto meeting
and it was as a result of reading a book
that's behind me on agile
hardware companies they had formed a
consortium
uh to talk about taking lean to the next
level
what did it take to make lean
more responsive to the environment
because lean is really good for
efficiency
but it is not very good for connecting
with customers and getting the customers
really excited so they said
agile means lean plus you're involving
the cus
customer directly in product creation
so when we got to the end of the day we
had a list
of words on a flip chart
and agile was selected as the word that
we would use
so it was a really important decision
and mike beatle was a guy that proposed
it
now the second day uh
about 10 30 in the morning we had a
coffee break and we're in utah so
uh nine of the 17 went out on the ski
slope to
uh take a break but eight of us stayed
in the room and
the eighth estate of the room are the
people in the picture on the agile
manifesto.org site okay so you can see
who is there
and at the whiteboard martin fowler who
was
uh has written many books on software
but also was part of the first extreme
programming team
uh at chrysler he went to the white
board he said i'm really concerned that
we're going to
spend a couple of days together and
we're not going to agree on
anything altogether is there anything
that we could all agree on
and someone said well you know what
makes great
software is great teams
it's all about the individuals and how
they work together
so martin wrote on the board individuals
and interactions
and uh someone one of the tool
tool uh guys who was some of the a
couple of guys there from tool companies
selling tools
said well what about processes and tools
and the rest of us said well the
processes and tools usually slow you
down but
maybe there's something useful we don't
want to ban them
[Music]
so martin roll wrote on the board
individuals and interactions over
processes and tools we value
individuals and interactions over
processing tools
and then ron jeffries who was on the
original xp team
uh said yeah we value
uh early and
regular delivery of working software
that is the most important thing it's
way more important than documentation
and so but people said well we need some
documentation so martin wrote
we value working software today we talk
say working product because scrum has
expanded everywhere
we value working product over
comprehensive documentation
that then led to a longer discussion
uh we're only this is only about
15-minute meeting
but at least five minutes were spent on
talking about the customer and
i was a strong advocate because i i had
just come off
four years as a cto the one of the
biggest healthcare
software companies in the world and
just one of our customer groups was 3
000 of the biggest hospitals in the
united states
and we were constantly fighting over
contracts support
and getting the customers involved and
working with us
was the key to success and the contracts
often
caused projects to fail
so after quite a considerable bit of
discussion
in this meeting we agreed that we
valued customer collaboration over
contract negotiation
it's not that we didn't need contracts
but it was really the customer
collaboration
that was the core of what we were all
about
and then when it one of the extreme
programming guys i'm not sure
who which person it was said and we
value
responding to change or following a plan
which was the mantra of extreme
programming
and the coffee break was over
and i remember the other nine guys came
back in
we all looked stood there staring at the
white board
it got really quiet it was it was like a
pregnant
moment and uh
uh one of the most technical guys
uh that was with us uh ward cunningham
invented the wiki and many of the
software tools that people use
said that's awesome and nobody changed a
word
so it was written unedited in 15 minutes
by eight guys the rest of the group
approved it as is and if you talk to us
now we say you know
it's like we we we took a note
a half-page note and put it in a bottle
and threw it in the ocean
and then everybody read it and so now
agile is a global phenomenon right so
pretty amazing
so in the afternoon uh we got together
after lunch and we said we should really
put some
some meat on the bones of the agile
values original values and we spent the
afternoon
working out those 12 principles
they amplify and clarify
what we mean by the four values i took
several hours
you know number one getting a customer
first and foremost
you know if you go into most companies
there's a lot of arguments about what
should be done
what what our priorities
who should do what and who should get
funded and there's often very little
discussion about the customer
they're an afterthought so one of the
major things we wanted to do is get the
customer front and center because at the
end of the day
anything that doesn't make the customer
happy is like a waste of time and has no
value
and that's one of the central messages
that we've been trying to communicate to
the industry
since 2001 well
you know we had to get people focused on
incremental fast delivery that was we i
mean
for the previous at least 10 years
uh with the with the rise of the rise of
the internet became really clear you
need to get a product
out there and you need to iterate it
very fast that was the key to success
and of course that's the second value in
the agile manifesto
and we had a reunion 10 years later at
agile
[Music]
2011 and we were asked what would you
change in the azure manifesto and ron
jeffrey
said the only thing i would do is put a
note at the bottom
[Music]
you know early and incremental delivery
of software
we really mean it
and that is the core
of being agile
[Music]
is really way beyond software and in
fact
when we recently did the upgraded scrum
guide i asked
scrum.org i said our business at scrum
inc
is mostly not software business
how is it working for you and scrum.org
said
most of our business is not software
business
and that told me right away that
most of the agile in the world now is
not software
so that's what's happened it's it really
has expanded
but let's talk about the azure manifesto
you know every person there
17 people they all had their own history
and so when you're talking to any one of
us we're going to talk about
our threat of history and of course for
me it's all it's all scrum
and in 2001
there were only two processes that were
deployed in hundreds of
companies thousands of teams
and extreme programming was the most
used process it was the leading process
but what happened as people started to
adopt agile they learned about the azure
manifesto they wanted to be
agile and then they tried
all these different things
scrum has a fairly unique ability to
scale to any size
and also done properly it works as well
remotely as it does
face to face
uh something that i could never fully
anticipated
how powerful a force this
is and that scrum could do it so well
so fairly rapidly after 2001
the the use of scrub started to expand
until today
you know by you know by 2010
scrum was 80 of the market and it is
today
so scrum became very dominant
so you know i wanna i wanna
acknowledge that many of the people
there were extremely important
and they may not be scrum people
aleister coburn's thinking
was extremely important as crystal
uh jim heisman's book on you know
getting management to be adaptive agile
i mean a lot of the work we get we do
today is
is really around that we had two guys
there from pragmatic programmer that
were ruby guys ruby is an
object-oriented language which is the
really the only language i program in
today i started
programming in ruby and because of those
guys in 2001
and so forth every person there had a
really unique contribution to make
everybody was adamant that they were
right
now i think we've mellowed over the
years you know
we've got we've got together
occasionally and we're much mellower now
that we're older
but we didn't agree on anything
except the four values and the 12
principles and it took us a lot of work
to get those
agreed on
[Music]
you
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