In the community of Agile practitioners and aficionados, there is frequently a focus on practices. Developer practices. Tester practices. Leader practices. Ceremonies and rituals. A lot of what we do.
Those who have passed the Shu level are aware that this is only a small part of what has led to the success of Agile.
Consider the value statements (http://agilemanifesto.org):
- Individuals and Interactions over Processes and Tools
- Working Software over Comprehensive Documentation
- Customer Collaboration over Contract Negotiation
- Responding to Change over Following a Plan
The first and third are clearly about people. The last is also fundamentally about people – mindset, attitude, and management.
Also consider the principles (http://agilemanifesto.org/principles.html). I’d say that seven of them are clearly about people, and two others clearly have implications about and for people. That’s 9 out of 12.
This says that the seventeen men who collaborated on the Agile Manifesto saw people at the heart of everything. As do I. I don’t think that has changed in the twelve years since they penned this historic document.
Coaches coach people.
Trainers train people.
Many of the many practices are obviously about people. For example:
- daily stand-ups/scrums
Quite a number of the others are also – directly or indirectly – about people.
When you get right down to it, the practices are Processes and Tools.
Think about the people.