In the late 1990s, making software was tough. Projects were often delayed, cost too much, and didn't work as well as expected. The traditional way of doing things, called the "waterfall" method, wasn't keeping up with the fast-paced world of technology. Developers and companies were frustrated because their projects were failing to meet the needs of their customers.
To find a better way, a group of 17 software developers decided to meet in February 2001 at a ski resort in Snowbird, Utah. These developers were all working on new ideas for how to make software better. Some of the people who attended included:
- Kent Beck, who created a method called Extreme Programming (XP).
- Ken Schwaber and Jeff Sutherland, who developed a process called Scrum.
- Robert C. Martin, also known as "Uncle Bob," who promoted the idea of writing clean, high-quality code.
These developers didn't have a strict plan for their meeting. They just wanted to talk, share ideas, and see if they could find common ground. They knew that the old way of doing things wasn't working, and they wanted to create something better.
As they talked, they realized they agreed on some basic principles. They wanted a process that was flexible, allowed for changes, and focused on delivering working software quickly. From their discussions, they created the Agile Manifesto.
The Agile Manifesto is a short document that outlines four main values:
- People and interactions are more important than processes and tools.
- Working software is more important than lots of documentation.
- Collaborating with customers is more important than sticking to a contract.
- Responding to change is more important than following a plan.
They also wrote 12 principles to help guide teams on how to work in this new way. The idea was to focus on small, frequent improvements, work closely with customers, and be ready to change direction if needed.
After the meeting, the Agile Manifesto spread quickly. Many developers and companies started using Agile methods like Scrum and Extreme Programming because they saw that this approach worked better. Agile wasn't just about software anymore—it started to be used in other areas like project management, marketing, and more.
In the end, the Agile Manifesto changed how people worked on projects. It showed that by being flexible, working together, and focusing on what customers really need, teams can create better products faster. Even today, the ideas from that meeting in Utah continue to help teams all over the world.
