The Agile manifesto is a very simple statement, and a small
one at that. In many ways, it is almost haiku-like in its simplicity and
profound insights. The interpretation of this manifesto has led to people
learning to make software in more efficient ways, and to saturate the entire
industry with a new way of thinking. But for a long while now, I have been a
little bothered that each of these ways of doing software (Kanban, Scrum, Lean)
and the people coaching/guiding others tend to stray from the original
manifesto – to the detriment of the teams they are trying to help. I wondered
how this was possible, and recently I think I see a pattern emerging. But the
big take away from me is that in order for a coach to be effective, one must
focus and study the manifesto and it’s principles to help teams “uncover better
ways of developing software by doing and helping others do it”
