#1 Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
- Are we forcing our customers to suffer through an outdated release when we have the fix in house?
- Are we stockpiling valuable software?
- Are we regularly asking our customers what they value?
#2 Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage?
- Are we making every effort to say, "Yes" to our customers? Do our procedures allow us to say, "Yes"?
- Does our process give our customers an opportunity to request changes?
#3 Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
- What can we do to ease the burden of production builds?
- What can we do to more regularly deliver software to our customers to use in a live environment?
#4 Business people and developers must work together daily throughout the project.
- Are we preparing requirements too far in advance and preventing business people and developers from collaborating?
- Are we ensuring that our business people are available to collaborate with developers, so that developers are not blocked waiting for answers.
#5 Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
- Are we trusting our teammates decisions or are we often seeking group consensus or a second opinion?
- Are we spending longer judging our teammates ideas or evaluating the resulting software?
- Do we have an easy process for teammembers to report blockers and receive resolution?
#6 The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
- Do any of our habits prevent our teams from having instant conversations?
- Does our culture make people feel they need to "get it in writing"?
#7 Working software is the primary measure of progress.
- Why do we track Story Points and/or Hours?
- Does our culture reward Story Points per sprint?
- How are our tracking processes helping us deliver more software?
#8 Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
- Are we losing momentum by waiting to address technical debt/refactoring or defects?
- Could we test or demo earlier in our cycles?
#9 Continuous attention to technical excellence and good design enhances agility.
- Have are reusing components or leveraging parameters to increase our efficiency?
- Do we find ourselves fighting established components or framework to get our jobs done?
- Do we have well documented design standards to follow?
#10 Simplicity--the art of maximizing the amount of work not done--is essential.
- Would someone gladly pay for what we are working on?
- Are we truly working in priority order?
- What part of our scope could we cut and still deliver?
#11 The best architectures, requirements, and designs emerge from self-organizing teams.
- What can we do to ensure the team is fully informed so that they can drive their own architecture, requirements and designs?
- How can we ensure that roles and titles don't prevent the right remember from being included in conversation where they can provide or gain value?
- How can we make sure that we aren't burdening teammembers with information that is outside their current scope, but yet ensure it is available when needed?
#12 At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
- Has the team repeatidly mentioned the same challenge or concern during retrospective?
- How can we reduce retrospective concerns that are considered to be outside of the teams area of control?
- What can we do to make the team more optimistic about the future?
- Are the retrospectives discussing strategies for becoming more Agile?