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Home > Departments > Agile
While the use of practices may vary from project team to project team, the principles should be constant. Agile project management is built on four core values: responding the change; individuals and interactions; customer collaboration and working products.
This is the second article in Projects@Work's series on agile project management, adapted from the new book Agile Project Management (Addison-Wesley, 2004) by Jim Highsmith, cofounder of the Agile Alliance and director of the agile project management practice at Cutter Consortium.
Agility is more attitude than process, more environment than methodology. In 1994 authors Jim Collins and Jerry Porras wrote Built to Last, a book based on their research that set out to answer the question, "What makes the truly exceptional companies different from the other companies?" One of their core findings was that exceptional companies created a foundation that didn’t change and strategies and practices that did: "Visionary companies distinguish their timeless core values and enduring purpose, which should never change, from their operating practices and business strategies (which should be changing constantly in response to a changing world)."
One reason that agile software development has grown in recognition and use during the last few years is that the founders of the movement stated explicitly what they believed in the Manifesto for Agile Software Development.
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