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The Agile model

In 2001, seventeen IT experts signed the Agile Manifesto, which sparked a new movement to empower software development teams. The manifesto proposes four fundamental values that are considered essential:

  • Prioritizing individuals and interactions over processes and tools;
  • Valuing working software over comprehensive documentation;
  • Encouraging customer collaboration over contract negotiation;
  • Favoring responding to change over following a plan.

Furthermore, the twelve principles outline the common operating modes of the methods derived from this manifesto.

The roots of agility can be traced back as early as 1992, as mentioned by Roger N. Nagel in the "21ST Century Manufacturing Enterprise Strategy Report".

The era of mass-production manufacturing, which has dominated the industrial landscape, is ending, making way for a new era of agile manufacturing enterprises. The Agile Manufacturing Enterprise Forum aims to revive American competitiveness by adopting agile manufacturing strategies.1

The origins of this approach can be found in adhocracy, conceptualized by Bennis and Slater in 1964, and the modular structure proposed by Leblond and Paquet in 1988.2

However, every innovation is built upon gradual progress that has shaped its current form. Agility involves changing habits, behaviors, and our perception of collective work.

Agile projects have higher success rates, as indicated by a study by PWC, which found that Agile projects are 28% more successful than traditional projects.3