The Agile Manifesto Needs Addition

Reflecting on the journey of our Virtual Agent project, I have been struck by just how fundamentally different this effort has evolved when I compare it to traditional software development programs.  Yes, the software development is becoming more efficient.  As we integrate new tools into the process, which removes part of the drudgery, teams naturally move faster.  More fundamentally, the project just “feels different.”  Pondering these changes, it is apparent that they will have impacts on the nature of all agile software development.  Agile teams are called on to self-organize.  That tendency is on full display as roles shift and a new cadence emerges.  Agile at its center has always been about creating communication among stakeholders.  In that spirit, the principles that define the Agile manifesto seem timeless.  Yet perhaps we are now witnessing a moment where some additions could better capture the emerging reality.  These are some observations of our recent trends and future opportunities. 

Data and Knowledge as Core Products

Data and knowledge are no longer mere byproducts, they have become central outcomes of Agile work.  Not so long ago, training teams were often engaged only after the code was complete, tasked with documenting tools for end-user implementation.  In this new way of working the script is flipped.

In our AI agent development project, we quickly realized that the depth, quality, and structure of knowledge influenced AI capabilities far more profoundly than the code itself.  Curating, structuring, and actively managing our knowledge bases emerged as essential, foundational activities.  Effective code development depends entirely on robust and early knowledge management.  I’m proud of the partnerships we’ve built within Brinks Home moving down this path.  Shout out to Veronica Moturi Jonathan Watson and the entire Brinks Home operations team for making knowledge a priority in virtual agent and all other AI programs.

The Agile manifesto calls on teams to self-organize and to have deep meaningful conversations everyday between business and software development.  To adapt effectively, Agile teams should increasingly formalize roles such as knowledge stewards or team librarians, explicitly responsible for managing the team's growing intellectual assets.  Knowledge evaluation should occur upfront—ideally at the project architecture stage.  Over time, I suspect knowledge quality will become recognized as a leading indicator of project cost, timelines, and ultimate success.

Transforming Roles and Enhanced Collaboration

Our recent experience highlighted how roles within Agile teams are rapidly evolving.  Effective collaboration now depends heavily on continuous knowledge sharing and iterative co-creation.  While I am not suggesting that "Vibe programming” will entirely dominate the future, quickly and collectively producing high-resolution design artifacts represents a critical evolution in teamwork.

Increasingly, product owners will proactively mockup their requirements, demo them functionally to end-users, and understand them against all production permutations. These working “requirements” can then clearly hand these off to integration developers who will swiftly execute clear, coherent visions. 

One of my favorite Agile principles is the ideas that all artifacts should be just barely good enough cover the task Simplicity--the art of maximizing the amount of work not done--is essential.  This shift enhances both speed and clarity, improving overall project momentum.  I’m also seeing a general improvement in satisfaction. Some of this is real improvement in enterprise software quality driven by ever improving development tools.  It is also a product of the growth of that continuous mutual understanding. 

 Comprehensive Competence through AI Assistance

It is going to increasingly become possible for members of long-lived teams to have expertise in everything that matters all at once.  In fact, that’s a great goal for teams looking to improve their velocity.  Imagine the shorthand that turns if everyone on the team is operating on a common knowledge base.  Let us coin a term - Augmented Team Intelligence (ATI), a forward-thinking approach where AI personalizes learning and automates routine tasks across a team knowledge space.

ATI leverages AI to personalize learning, automate routine tasks, and present information tailored to individual learning styles.  With mundane details automated, team members can invest more energy into strategic, creative, and high-value activities. This approach accelerates skill acquisition, sharpens decision-making, and fosters rapid adaptation.

This concept of a common workspace stands with the manifesto concepts of constant team communication and collaboration.  ATI is an extension of these goals fostering a smarter, more agile environment, boosting efficiency, innovation, and team effectiveness.  Empowered team members will naturally develop a holistic perspective—ranging from technical nuances in the codebase to broader strategic business objectives.  Our tools and environment have a long way to go but you can see it from here!

Revised Agile Principles for the AI Era

Credit to those who have come before to create the paradigm that has shaped modern Agile software development.  What is boldly proposed here is not a suggestion to replace.  Only perhaps, to document what this timeless “self-organizing” process will evolve to include.  The Agile Manifesto, with additions emphasized in bold text (Credits Manifesto for Agile Software Development).

We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:

·       Individuals and interactions over processes and tools

·       Working software over comprehensive documentation

·       Customer collaboration over contract negotiation

·       Responding to change over following a plan

·       Collective intelligence over isolated brilliance

That is, while there is value in the items on the right, we value the items on the left more.

 We follow these principles:

Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

Knowledge leads – every project begins with a complete understanding of the business problem to be solved.  The knowledge needed to operate today is documented and understood.

Welcome changing requirements, even late in development.  Agile processes harness change for the customer's competitive advantage.

Deliver working software frequently, from a couple of hours to a couple of months, with a preference to the shorter timescale.

Business people and developers must work together seeking continuous understanding by all involved, of all involved, daily throughout the project.

Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

The most efficient and effective method of conveying information to and within a development team is as part of a shared knowledge experience augmented to meet individuals with what they need to best assimilate the information.

Working software is the primary measure of progress.

Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

Continuous attention to technical excellence and good design enhances agility.

Simplicity--the art of maximizing the amount of work not done--is essential.

The best architectures, requirements, and designs emerge from self-organizing teams operating as one.

At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

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