The document discusses key principles of agile development from the Agile Manifesto. It states that human interactions are more important than processes and tools, and that collaborative, self-organizing teams are needed for project success. It notes that lack of effective practices can lead to unpredictability and wasted effort. The Agile Manifesto values individuals and interactions over processes, working software over documentation, customer collaboration over contract negotiation, and responding to change over following a plan. It emphasizes the importance of frequent customer feedback and flexibility.

1. EUGENIO ROMANO
AGILE DEVELOPMENT CHAPTER 1
Agile Software Development,
Principles, Patterns, and Practices

2. AGILE DEVELOPMENT
• Human interactions are complicated and
never very crisp and clean in their effects, but they matter more than
any other aspect of the work. — Tom de Marco and Timothy Lister.
• Principles, patterns are important but it’s people that make it works
• If our projects are to succeed, we are going to have to build
collaborative and self-organizing teams

3. AGILE PRACTICES
• Lack of effective practices leads to
unpredictability, repeated error, and wasted
effort resulting in slipping schedules, growing
budget and poor quality
• How we solve it? We can create constraints to
avoid errors
• Big cumbersome process can create the very
problems that Is designed to prevent . Slipping
schedules, growing budget and poor quality

4. AGILE ALLIANCE MANIFESTO
• INDIVIDUALS AND INTERACTIONS OVER PROCESSES AND TOOLS
• WORKING SOFTWARE OVER COMPREHENSIVE DOCUMENTATION
• CUSTOMER COLLABORATION OVER CONTRACT NEGOTIATION
• RESPONDING TO CHANGE OVER FOLLOWING A PLAN

5. INDIVIDUALS AND
INTERACTIONS OVER
PROCESSES AND TOOLS
• A GOOD PROCESS WILL NOT SAVE THE PROJECT
FORM A FAILURE IF THE TEAM DOESN’T HAVE
STRONG PLAYERS BUT A BAD PROCESS CAN MAKE
EVEN THE STRONGEST OF PLAYER INEFFECTIVE
• A TEAM OF AVERAGE PROGRAMMERS WHO
COMMUNICATE WELL ARE MORE LIKELU TO
SUCCED THAN A GROUP OF SUPERSTARS WHO
FAIL TO INTERACT AS A TEAM

6. WORKING SOFTWARE OVER
COMPREHENSIVE DOCUMENTATION
• SOFTWARE WITHOUT DOCUMENTATION IS A DISASTER.
TEAMS NEEDS TO PRODUCE HUMAN REDABLE DOCUMENTS
THAT DESCRIBE THE SYSTEM
• TOO MUCH DOCUMENTATION IS WORST THANT TOO LITTLE:
• DIFFICULT TO KEEP IN SYNC, NEEDS TIME TO PRODUCE
• DOCUMENTS NEED TO BE SHORT AND SALIENT
• TWO BEST DOUCMENT FOR NEW TEAM MEMBERS ARE THE
CODE AND THE TEAM (HUMAN TO HUMAN INTERACTION)

7. CUSTOMER COLLABORATION OVER CONTRACT NEGOTIATION
• YOU CANNOT WRITE A DESCRIPTION OF THE SOFTWARE YOU WANT
AND THEN HAVE SOMEONE DEVELOP IT IN A FIXED SCHEDULE FOR A
FIXED PRICE
• SUCCESSFUL PROJECTS IVOLVE FREQUENT CUSTOMER FEEDBACK
• THE BEST CONTRACT ARE THE CONTRACT WHERE THAT DESCRIBE
HOW THE CUSTOMER AND DEVELOPER INTERACT
• REQUIREMENTS OF A PROJECT CAN BE IN A COSTANT STAT OF FLUX .
MAJOR CHANGE TO THE ORIGINAL PLAN ARE ADDIMTTED AND
NORMAL

8. RESPONDING TO CHANGE OVER
FOLLOWING A PLAN
• IS THE ABILITY TO RESPOND TO CHANGE THAT OFTEN DETERMINE IF A
PROJECT SUCCED OR FAIL
• PLAN HAS TO BE FLEXIBLE, YOU CAN NOT PLANING TOO FAR IN THE
FUTURE.
• GOOD RECIPE FOR THE RIGHT PLANING STARTEGY:
• DETAILED PLAN FOR THE NEXT 2 WEEKS
• ROUGH PLAN NEXT 3 MONTHS
• CRUDE PLAN BEYOND THAT