The Un-Agile Principles

These are the Unagile Principles also known as the Principles Behind the Unagile Manifesto. They are a support for all those who oppose the dangerous and wide-spread dissemination of methods based on the principles behind the Agile Manifesto.

  • Our highest priority is to satisfy the customer through delivery of the contracted software on or after the date when the customer is ready to receive it.
  • Welcome changing requirements, even late in development. Unagile processes harness change for the suppliers profit through additional costs for each request.
  • Deliver working software as specified in the contract with a preference for a big bang at the end of the project.
  • Business people and developers must interact at times during the project. This should be kept to a minimum.
  • Build projects around exchangeble individuals. Give them the supervision they need, and watch them to get the job done.
  • The most efficient and effective method of conveying information to and within a development team is through comprehensive reviewed and audited documents.
  • Milestone deliveries of essential documentation is the primary measure of progress.
  • Unagile processes promote sustainable development. The underlings should be required to maintain a high pace indefinitely.
  • Attention to technical excellence and good design in appropriate phases of a project enhances unagility.
  • Complexity–the art of maximizing the match between the work done and the complexity of real life–is essential.
  • The best architectures, requirements, and designs emerge from carefully selected teams of experts.
  • At post-mortem, the managemnt team reflects on how to become more effective, then tunes and adjusts the behavior of their underlings accordingly.

About Greger Wikstrand

Greger Wikstrand, Ph.D. M.Sc. is a TOGAF 9 certified enterprise architect with an interest in e-heatlh, m-health and all things agile as well as processes, methods and tools. Greger Wikstrand works as a consultant at Capgemini where he alternates between enterprise agile coaching, problem solving and designing large scale e-health services

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