Roles
  1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Lara
  2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Lara
  3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Val
  4. Business people and developers must work together daily throughout the project. Val
  5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. Olumide
  6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Olumide
  7. Working software is the primary measure of progress.Olumide
  8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Tolu
  9. Continuous attention to technical excellence and good design enhances agility. Tolu
  10. Simplicity — the art of maximizing the amount of work not done — is essential.
    When it comes to this principle, it is essential to understand that the over-working a product or service can be detrimental. Goodpasture (2010) outlined in his book 'Project Management the Agile Way: Making it Work in the Enterprise, that everything should be made as simple as possible, but not simpler. This can be interpreted or broken down to mean that what needs to be done should be done in the simplest way possible, however, the product or service being made or offered, should not be compromised and made simpler than what is required. Human resource management have long faced the problems of having to find ways of minimising the amount of documentation produced, when adhering to the law and the needs of the organisation. Moreover, simplifying within human resource management has been evaluated as ‘the next big thing in human resources’, aiding in operational costs reduction, and reduced struggles when dealing with common issues within HR (Bersin, 2014).
  11. The best architectures, requirements, and designs emerge from self-organizing teams.
    This principle has been one of the most recognised for its difficulty in practise. In todays dynamic world, changing business demands are all too common, and focusing on building a self-organising team to take responsibility for a set of undertakings has proved difficult (Self-Organizing Teams: What and How - Scrum Alliance, 2016). This principle allows for an environment where responsibilities are delegated to individuals, meaning that transparency in responsibilities is clear. The correct mixes of employees need to be in the team to enable teams to get their work done. Self-organising teams have the flexibility to choose the best methods of getting their work done to the best ability, as opposed to having someone outside the team dictate this (What Are Self-Organising Teams?, 2016).
  12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
    This principle goes hand in hand with human resource management. To facilitate the tuning and adjustment of an individuals’, or a team’s behaviour, a feedback mechanism must be in place; whereby constructive, regular feedback is channelled not only from top down, but also bottom-up. This can only be made possible by the valuable human resources management department at an organisation, as it is a part of their day-to-day function. The top-down and bottom-up feedback mechanism serves the purpose of giving management the correct understanding of how the organisation, or team, are progressing, as well as what and how to go about carrying out the next steps to move in the desired direction (HRTeam, 2013).




References

Bersin, J. (2014). Why simplicity is the next big thing in HR and business. [online] Forbes. Available at: http://www.forbes.com/sites/joshbersin/2014/06/13/why-simplicity-is-the-next-big-thing-in-hr-and-leadership/#3ea3151e2ef4 [Accessed 8 Mar. 2016].

Goodpasture, J. (2010). Project management the agile way. Ft. Lauderdale, FL: J. Ross Pub.

Self-Organizing Teams: What and How - Scrum Alliance. (2016). [online] Scrumalliance.org. Available at: https://scrumalliance.org/community/articles/2013/january/self-organizing-teams-what-and-how [Accessed 9 Mar. 2016].

Team, T. (2013). Why You Need to Provide Clear and Consistent Feedback to Your Employees - The HR Team. [online] The HR Team. Available at: http://www.thehrteam.com/employee-relations/why-you-need-to-provide-clear-and-consistent-feedback-to-your-employees [Accessed 9 Mar. 2016].

What Are Self-Organising Teams?. (2016). [online] InfoQ. Available at: http://www.infoq.com/articles/what-are-self-organising-teams [Accessed 9 Mar. 2016].