Why Agile Exists

Traditional projects bet everything on upfront prediction. In fast-moving domains that bet fails: by delivery time, the requirements have moved. Agile shortens the bet.

Key Concepts

• Waterfall risk: feedback arrives only at the end, when change is most expensive
• Agile bet: deliver working increments every 1–4 weeks; steer with real feedback
• Manifesto values: individuals & interactions, working software, customer collaboration, responding to change — over their heavier counterparts
• 'Over' means both matter; the left side wins when they conflict
• Agile suits high-uncertainty work; stable, regulated, physical work may still favour plans

Try It Yourself

Pick a personal goal and contrast two plans for it: one fully upfront, one in two-week increments with review points. Which handles surprises better and why?