2001年,17位业界专家(其中包括我们非常熟悉的Martin, Martin Fowler)组成了一个敏捷联盟,并且创建了一份敏捷联盟宣言,宣扬了4条核心价值观:
- Individuals and interactions over processes and tools(人和交互重于过程和工具)
- Working software over comprehensive documentation(可以工作的软件重于易于理解的文档)
- Customer collaboration over contract negotiation(客户合作重于合同谈判)
- Responding to change over following a plan(响应变化重于遵照计划)
此外,还有公开了12条敏捷软件开发的规则:
- Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
尽早地、持续地交付有价值的软件来满足客户的需求 - Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
欢迎需求的变化,即使是项目后期的变更。敏捷过程能够驾驭变化,为客户带来竞争优势 - Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
经常交付可以工作的软件,时间间隔越短越好 - Business people and developers must work together daily throughout the project.
整个项目开发期间,业务人员与开发人员应该工作在一起 - Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
围绕斗志高昂的人构建项目,给他们提供所需的环境,满足他们的需要,并信任他们 - The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
最有效的信息传达方式和与团队相处的方法是面对面交流 - Working software is the primary measure of progress.
可以工作的软件是进度主要的度量标准 - Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
敏捷过程提倡可持续开发。投资方、开发者和用户应该总是保持一致的步伐 - Continuous attention to technical excellence and good design enhances agility.
不断追求卓越技术和良好设计有助于加强敏捷性 - Simplicity--the art of maximizing the amount of work not done--is essential.
简单--尽量减少工作量是非常重要的 - The best architectures, requirements, and designs emerge from self-organizing teams.
最好的架构、需求和设计都出自于自我组织的团队 - At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
每隔一段时间,团队都要反思如何更有效率,并相应地调整自己的行为