The Manifesto - that is, the four values - was a thoughtful document.

The principles were added in the weeks that followed, via email exchanges, by a few of the participants.

Most of the principles have merit. The danger is viewing them as absolutes. E.g., number 6, about face-to-face conversation, is simply wrong. Effective communication between people about complex issues usually requires writing, reading, talking, listening, and independent thought, spanning a period of time. It is not as simple as just having a face-to-face conversation.

Also, the Manifesto omitted leadership. In fact, it is clear that some of the more outspoken members of the Manifesto authorship were very "anti-management" . That is emotional baggage that they had, and it is reflected in the Manifesto.

That does not invalidate the Manifesto; but it reminds us that it was created by people, in an ad hoc manner ( a skiing weekend), and so we should not expect too much from it. It is an important document. But it is not the last word on things.

Cliff Berg

(one of the authors of Agile 2)