Why are the Agile values in pairs?

The first part of the Agile Manifesto emphasies the principle of learning by doing. The rest of the Manifesto outlines the values of Agile.  These values are stated as a set of pairs.  There is an explanatory statement at the end of the Manifesto which briefly outlines the approach.

If you look at this closely, it is a curious statement.  Most standards are definitive about the right way to work. However, the text does not say “the Agile Manifesto is right, alternatives are wrong”.  It is very careful to state the exact opposite.  A key area to understand in Agile is how this balance – the Agile value pairs – works.

The items on the right, which represent the traditional project approach, are acknowledged as having value.  Why then do we value the items on the left more?

Recall that Agile is a practical application. “We are uncovering better ways of developing software by doing it and helping others do it“. Practical experience has shown the authors that the items on the left, the Agile approach, have been more effective.

We naturally read this as saying the traditionally valued items are “wrong”.  The manifesto explicitly does not state this. 

The manifesto actually emphasises the value of core processes. 

These “right hand” factors have large benefit initially.  When you first build an organization, you need to get some structure in place and avoid chaos.  These traditional structures are important initially and especially as an organisation starts to build output. Any effective software organisation knows the value of having the basics working well.

The problem is that these traditional “right hand side” items do not scale.  Beyond a certain point control structures stop adding value.  More control does not improve the team.  Once you are successful and have a high performing team, the items on the left will help you to make that team grow and perform. This is why Agile approaches become so powerful for scaling organizations. 

More control does not improve the team.
Agile approaches are designed for scalability 

This fits well with the lessons from Greiner’s model of organisational growth.  The requirements of an organization differ at different scaling points.  Introducing control initially is important.  But then we need an alternative.  Otherwise there is a risk that control becomes the end goal, not a means.  Greiner identifies this as a key risk at one point in organisational growth.

Good Practices

There are four Agile values in the Agile Manifesto which are covered in separate articles. These articles go into the details of how an Agile leader should address the values with their teams.

• Responding to change over following a plan
• Individuals and interactions over processes and tools
• Working software over comprehensive documentation
• Customer collaboration over contract negotiation