Facilitating change is more effective than attempting to prevent it. Learn to trust in your ability to respond to unpredictable events; it's more important than trusting in your ability to plan for disaster. by Martin Fowler and Jim Highsmith
In the past 12–18 months, a wide range of publications—Software Development, IEEE Software, Cutter IT
Journal, Software Testing and Quality Engineering, and even The Economist—has published articles on what Martin Fowler calls the New Methodology (see www.martinfowler.com/articles/newMethodology.html), reflecting a growing interest in these new approaches to software development (Extreme Programming, Crystal Methodologies, SCRUM, Adaptive
Software Development, Feature-Driven Development and Dynamic Systems Development Methodology among them). In addition to these "named" methodologies, scores of organizations have developed their own
"lighter" approach to building software.
Formation of the Agile Alliance
On February 11–13, 2001, at The Lodge at Snowbird ski resort in the Wasatch mountains of Utah, 17 people met to talk, ski, relax and try to find common ground. What emerged was the Agile Software Development
A bigger gathering of organizational anarchists would be hard to find, so what emerged from this meeting was symbolic—a Manifesto for Agile Software Development—signed by all participants. Although the
Manifesto provides some specifics, a deeper theme drives many Alliance members. At the close of the twoday meeting, Extreme Programming mentor Bob Martin joked that he was about to make a "mushy" statement. Though tinged with humor, Bob's sentiments were shared by the group—we all enjoyed working with people who shared compatible goals and values based on mutual trust and respect, promoting collaborative, people-focused organizational models, and building the types of professional communities in which we would want to work.
The agile methodology movement