Agile development is a values- and principles-led way to create software in useful increments, learn from feedback, and adapt as needs change. It is not one prescribed workflow or a guarantee of faster delivery: teams use frameworks such as Scrum, flow methods such as Kanban, or a fit-for-purpose hybrid to put the principles into practice.
What agile development means
Agile describes an approach to software development centered on collaboration, working results, frequent learning, and responding to change. The Principles behind the Agile Manifesto provide guidance, not a mandatory sequence of meetings, roles, or tools. A team can use an agile framework, adapt its current workflow, or combine approaches; the important question is whether its way of working helps deliver useful software and respond to what it learns.
Agile does not mean having no plan, documentation, design, or commitments. The Manifesto values the items on the right of its four comparisons, while valuing the items on the left more. Plans and documentation remain useful when they serve delivery rather than displace collaboration and working outcomes.
The four Agile Manifesto values
| Agile values | Also valuable |
|---|---|
| Individuals and interactions | Processes and tools |
| Working software | Comprehensive documentation |
| Customer collaboration | Contract negotiation |
| Responding to change | Following a plan |
These are preferences, not instructions to discard the second column. For example, teams still need tools and documentation; the values caution against treating them as substitutes for communication, useful software, or appropriate adaptation.
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The principles behind agile
The Manifesto’s twelve principles can be understood as connected habits rather than a compliance checklist.
Deliver useful outcomes early and often
Deliver valuable software early and continuously, favor shorter delivery intervals, and use working software as a meaningful measure of progress. As the principles put it, “Working software is the primary measure of progress.” A completed activity or document may help the team, but it is not the same as a working result that can be inspected.
Collaborate and welcome learning
Business stakeholders and developers should work together regularly. Welcome changing requirements, including later in development, when the change improves the outcome. Frequent feedback makes it possible to revisit priorities based on what users and stakeholders learn rather than treating the initial plan as immutable.
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Support people doing the work
Build projects around motivated people, give them the environment and support they need, and trust them to get the work done. Where feasible, direct conversation is an effective way to share information and resolve ambiguity.
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“Agile processes promote sustainable development.” The principles call for a pace that sponsors, developers, and users can maintain, alongside continuous attention to technical excellence and good design. Constant urgency, neglected testing, or accumulating avoidable complexity are not requirements of agile development.
Keep work simple and improve regularly
Simplicity means maximizing the work not done while still achieving the outcome. Teams should reflect regularly on how to become more effective, then adjust their behavior accordingly. The principles also emphasize self-organizing teams: people closest to the work should help shape how to accomplish it.
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What an agile development process can look like
The Manifesto does not prescribe a canonical process. The following cycle is a practical synthesis of its principles and Scrum guidance, not a mandatory workflow:
- Understand the problem. Clarify the customer or user need, desired outcome, constraints, and how the team will recognize a useful result.
- Maintain and refine the work. Keep a visible, ordered set of potential work. Clarify and divide items so the team can select a manageable near-term increment.
- Plan a small increment. Agree on the near-term goal and the work that can reasonably advance it. Keep the plan useful for coordination, but open to learning and adjustment.
- Design, build, and test collaboratively. Work across relevant roles, surface questions early, and build quality into the increment rather than postponing all verification.
- Review working results. Show or otherwise inspect the software with stakeholders, gather feedback, and identify gaps between the result and the intended outcome.
- Release or put validated value to use. Release when appropriate, or use another safe way to validate the result. A review is useful even if a production release is not yet suitable.
- Inspect outcomes and the way of working. Consider what users gained, what blocked progress, and whether quality and pace were sustainable.
- Adapt priorities and practices. Use what was learned to change the next work choices and, where useful, the team’s working agreements.
Scrum and Kanban: different ways to organize work
Scrum and Kanban are not competing definitions of agile. Scrum is a defined framework; Kanban, as described in GOV.UK’s introduction to agile methods, focuses on visualizing and improving current working practices so work can flow through the system. Neither is universally best.
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|---|---|---|
| Basic shape | A defined framework for complex work, fully described by the Scrum Guide. | A way to visualize and improve existing workflow and flow. |
| Work organization | Uses Sprints and associated events, accountabilities, and artifacts. | Makes work and its movement through the current workflow visible; GOV.UK’s cited overview does not prescribe a single universal board layout. |
| Potential fit | Useful when a team benefits from a shared framework and a regular inspect-and-adapt cadence. | Useful when the team wants to improve how existing work moves without replacing its whole process. |
The table describes broad differences, not a performance ranking. Teams should evaluate their work, constraints, and feedback needs rather than choose by label alone.
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Scrum’s roles, events, and guide
As of October 4, 2026, Scrum Guides identifies the English November 2020 edition as the official current version; check the official download page for any later status change. The Scrum Guide defines Scrum as a framework for complex work and describes the Scrum Team accountabilities as Product Owner, Scrum Master, and Developers. Events and artifacts support transparency, inspection, and adaptation.
The Daily Scrum is not a manager’s status report. It is an event for Developers to inspect progress toward the Sprint Goal and adapt their plan. Treating it as a status meeting changes its purpose and can reduce the team’s ability to coordinate its own work.
Best practices that make agile useful
- Connect work to a user outcome. Keep the reason for a feature visible and seek feedback while there is still time to respond to it.
- Make increments small enough to inspect. Smaller working slices make it easier to learn, reveal uncertainty, and adjust priorities than waiting for one large delivery.
- Make work visible across roles. Shared visibility helps business and development participants discuss priority, dependencies, and obstacles using the same picture of the work.
- Build in testing and technical quality. GOV.UK’s core principles guidance points to test-driven development and automated testing as ways to surface issues early. Select practices suitable to the system and risks; automation complements rather than eliminates judgment.
- Turn retrospectives into changes. Choose a practical improvement to try, then inspect whether it helped. A list of complaints without an experiment does not by itself improve the process.
- Protect sustainable pace. Avoid making routine overtime or skipped verification the price of appearing responsive; both conflict with the principles of sustainability and technical excellence.
- Use only as much process as the work needs. A framework, board, or metric is useful when it clarifies decisions or improves outcomes, not merely because it is branded agile.
How to choose an approach
There is no evidence in the cited guidance that one approach wins on every project. PMI and Agile Alliance describe the Agile Practice Guide and its second edition as covering agile foundations and fit-for-purpose choice across predictive, agile, and hybrid life cycles. Consider these questions with the people doing and receiving the work:
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- Cadence or continuous flow: Does the work benefit from a regular timeboxed planning and review rhythm, or does it arrive and need to move through continuously?
- Priority changes: How often do priorities shift, and how much urgent unplanned work interrupts planned work?
- Stakeholder feedback: Can users or business stakeholders give feedback frequently enough to guide smaller increments?
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- Experience and constraints: What approaches can the team use well, and what organizational, regulatory, or operational constraints shape delivery?
- Quality, risk, and release: What testing, approvals, safety controls, and release practices are needed before changes can be used?
A hybrid life cycle can be appropriate when different parts of delivery need different degrees of planning and adaptation. The objective is a coherent way to manage risk, deliver value, and learn—not to maximize the number of agile ceremonies.
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