Which agile principles do you think are most important?

3.9k views14 Comments

Co-Founder and Director in Software, 2 - 10 employees
The Continuous and early delivery of working software is the most important principle, the related principles like frequent delivery and ability to respond to change make the core promise of the developed software meeting the evolving stated and unstated needs. 

Chief Technology Officer in Transportation, 501 - 1,000 employees
- Customer is the top most priority 
- Frequent releases
- Motivated team members who are part of self organising teams and are aligned to the POD mission
- Technical excellence within the team, provide ecosystem to for the members to grow
- Maximising the amount of work that doesn't needs to be done in the context of user experience 
- Frequent Retrospection backed by strong data  

Director of Engineering in Media, 10,001+ employees
All the principles are very important. If I want to categorise the most beneficial then I would say the delivery of product frequently which helps to visualise and pivot if required. The other one would be high motivation for individuals working on the project with clear and shorter goals. These principles help any team to collaborate effectively and delivery a good project.
Senior Vice President, Engineering in Software, 1,001 - 5,000 employees
1. Deliver working software frequently
2. Welcome changing requirements
3. At regular intervals, the team reflects on how to become more effective
Director of Engineering in Services (non-Government), 2 - 10 employees
These are the top 3 agile principles in my opinion.
- Satisfy customers through early & continuous delivery
- Deliver value frequently
- Working software is the primary measure of progress

The good news is you can build these three into almost every single software development methodology. The greatest risk to project delivery is misalignment between customer expectations and the product being delivered. These three principles go a long way to mitigating that risk to the customer and the project. The other great benefit is that developers are allowed what gives them the greatest satisfaction: developing great applictions.
Chief Technology Officer in Software, 11 - 50 employees
The most aspect for me is speed. 
- Speed of delivery
- Speed to failure
- Speed of fixing

The faster you get an outcome, the faster you get to make relevant changes.
CEO in Software, 11 - 50 employees
Get your customer involved in eliciting and defining requirements and feature

Build a real cross-functional team and break the silos especially between Design and Engineering
Have a no kidding Retrospective at the end of every Sprint and implement recommendation consistently 
Have a clear culture and processes around definition of "working feature"
Another cultural pillar but extremely crucial one: Change is expected, and welcomed.
Technical Product Manager in Software, 2 - 10 employees
- Customer-centric approach to adjusting priorities
-  small incremental deliveries to a known schedule aligned to  north start goals
- organization acceptance of "bus" mentality
Founder/CTO in Hardware, 11 - 50 employees
Managing to the due dates for deliverable. What I tend to see is that dates slide and then when you get to the end you delivery code late and then testing is cut short and the overall quality of the deliverable is not what it should be.
Director Of Engineering in Healthcare and Biotech, 501 - 1,000 employees
Frequent releases and ability to respond to change
Happy Customer
Delivery Excellence
Operation Excellence

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