A Manifesto for Outcome-Driven Agile
We are uncovering better ways of creating customer value by doing it and helping others do it. Through this work we have come to value:
Our highest priority is to satisfy the customer by continuously understanding and delivering what they need next.
Refine customer understanding through continuous discovery and delivery. Agile processes harness change for competitive advantage. The word “harness” is key: it means “to bring under control and direct the force of something”, and is the opposite of being blown around by the winds of change.
Deliver improved usefulness, usability, and dependability as frequently as possible.
Designers, product managers, developers, testers, and operations people should work together as closely as possible. Teams should pursue research, design, implementation, and delivery as part of a unified process.
Customer satisfaction is the primary measure of progress.
At regular intervals, the organization reflects on how to fulfill its promises more effectively, then tunes and adjusts its behavior accordingly.
Scale outcome-driven agility by aligning autonomous teams through mutual service.
Enterprise Architect
3 年The new manifesto has the humane and wholesome touch we, the footfolk of delivery, crave. I think there is an possible clash between "Customer outcomes over organizational outputs"/"Flow over quantity ": an organisation is a system, systems are stable and efficient because they self-correct deviations. If a "customer outcome" does not integrate into the system, it is not an "organizational output" and thus disrupts the flow. I found agile to work best when it goes with the flow of the system instead of against it.