ANNEX A2
AGILE MANIFESTO MAPPING
This annex describes how the elements of the Agile Manifesto are covered in the Agile Practice Guide.
Table A2-1. Agile Manifesto Values Covered in the Agile Practice Guide
| Value | Agile Practice Guide Coverage by Section and Title |
| Individuals and interactions over processes and tools | 4.2Servant Leadership Empowers the Team |
| 4.3Team Composition | |
| 5.1Charter the Project and the Team | |
| 5.2.4Daily Standups | |
| 6.2Organizational Culture | |
| Working software over comprehensive documentation | 5.2.2Backlog Preparation |
| 5.2.3Backlog Refinement | |
| 5.2.5Demonstrations/Reviews | |
| 5.2.7Execution Practices that Help Teams Deliver Value | |
| Customer collaboration over contract negotiation | 4.3Team Composition |
| 5.4Measurements in Agile Projects | |
| 6.2Organizational Culture | |
| 6.3Procurement and Contracts | |
| 6.7Organizational Structure | |
| Responding to change over following a plan | 5.2.1Retrospectives 5.2.3Backlog Refinement 5.2.5Demonstrations/Reviews |
Table A2-2. Agile Practice Guide Mapping of Principles Behind the Agile Manifesto
| Principle | Agile Practice Guide Coverage |
| Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. | 3.1Characteristics of Project Life Cycles |
| 5.2.7Execution Practices that Help Teams Deliver Value | |
| Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. | 5.2.3Backlog Refinement |
| Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. | 5.2Common Agile Practices |
| Business people and developers must work together daily throughout the project. | 4.2Servant Leadership Empowers the Team |
| 5.2.2Backlog Preparation | |
| 5.2.3Backlog Refinement | |
| Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. | 4.3Team Composition 5.1Charter the Project and the Team 5.2.1Retrospectives |
| The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. | 4.3.4Team Structures 5.2.4Daily Standups |
| Working software is the primary measure of progress. | 5.2.7Execution Practices that Help Teams Deliver Value |
| 5.2.8How Iterations and Increments Help Delivery Working Product | |
| Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. | 5.1Charter the Project and the Team |
| Continuous attention to technical excellence and good design enhances agility. | 5.2Common Agile Practices |
| Simplicity–the art of maximizing the amount of work not done is essential. | 5.2.2Backlog Preparation 5.2.3Backlog Refinement |
| The best architectures, requirements, and designs emerge from self-organizing teams. | 4.3Team Composition |
| At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. | 5.2.1Retrospectives |
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