How is agile manifest implemented in Scrum ?

I would like to know how the 12 principles of agile manifesto are implemented in Scrum.

Incrementally, with experience of those principles and without being constrained by them. There have been many opportunities to validate and learn since 2001.

It may be more useful to think about how Scrum influenced the Manifesto for Agile Software Development. The first Scrum Teams were formed in the early 1990s. The Agile Manifesto was published in 2001 and was influenced by a number of methodologies, including Scrum. The first Scrum Guide was published in 2009.

As Tomas points out, Scrum and other light weight methods/frameworks (XP, ASD etc.) were in play before the Manifesto for Agile Software Delivery and the term “Agile”. This is a great article offering a behind the scenes look: https://www.kaizenko.com/a-behind-the-scenes-look-at-the-writing-of-the-agile-manifesto/

With this in mind I feel like “aligned” or “manifested” may be a better way to look at it than “implemented”.

Some quick thoughts on this alignment (more connections could be made and each of these could be discussed)…

Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

• Increment, Definition of Done
• Sprints 4 weeks or less
• Sprint Review

Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage.

• Sprint backlog - commitment is to the Sprint Goal and not the PBIs (leaving room for scope to be changed or work to be adjusted)
• Sprint Review - Inspect and Adapt with stakeholders, adjusting Product Backlog as needed

Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

• Sprints of 4 weeks or less
• Increment, Definition of Done

Business people and developers must work together daily throughout the project.

• PO / Developer dynamic
• PO / Scrum Team dynamic

Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

• Organization must respect PO decisions
• Self-managing, cross-functional teams

The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

• Scrum Events

Working software is the primary measure of progress.

• Increment, Definition of Done

Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

• Sprint cadence
• Retrospective and continuous improvement

Continuous attention to technical excellence and good design enhances agility.

• Emergent architectures (not in the guide, but in supporting materials and training)
• Retrospective
• Scrum Master helping Scrum Team focus on creating high-value increments

Simplicity–the art of maximizing the amount of work not done–is essential.

• Lean-thinking

The best architectures, requirements, and designs emerge from self-organizing teams.

• Self-managing team
• Cross-functional team

At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

• Empiricism: Transparency, Inspection and Adaptation
• Daily Scrum (Inspect and Adapt Sprint Backlog and plan for next 24 hours)
• Retrospective (Inspect and Adapt team practices)
• Sprint Review (Inspect and Adapt Product backlog)

If you dig into the posted references for the article above, you can find pictures from the Snowbird event including screenshots for the draft of the principles (which happened after the manifesto values).

This was the Understandings for Scrum…

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Understanding for Scrum

• Incremental and iterative development (policy)
• Short 1-3 week iterations (policy)
• Shifting priorities (policy)
• Timeboxing (policy)