Agile Requires A Transformation.
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"Almost every day, there are software development teams finishing agile sprints who are left wondering what happened. How did we fail? Where did we go wrong?" from this wretched articlehttp://sdtimes.com/agile-requires-transformation/[^] I can answer that. 'Agile' won't magically stop poeple from being thick as sh!t. There is no substitute for competence. Ever.
Agile, SCRUM, fubar ... The problem is that, as with most things, people don't do it properly. The last team I worked on tried to introduce what was then "the latest thing" (can't remember what it was called), but never followed the rules properly. As a result, not solely but it was a contributing factor, the project went TU, and it cost the company quite a lot of money to get out of the contract with our subcontinental develoment company.
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Agile, SCRUM, fubar ... The problem is that, as with most things, people don't do it properly. The last team I worked on tried to introduce what was then "the latest thing" (can't remember what it was called), but never followed the rules properly. As a result, not solely but it was a contributing factor, the project went TU, and it cost the company quite a lot of money to get out of the contract with our subcontinental develoment company.
Richard MacCutchan wrote:
The problem is that, as with most things, people don't do it properly.
I agree. At my last job we implemented SCRUM and tweaked it a little to work with us and it worked great. It helped us be much more productive. Many of the main principles of SCRUM I found were very helpful.
There are only 10 types of people in the world, those who understand binary and those who don't.
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"Almost every day, there are software development teams finishing agile sprints who are left wondering what happened. How did we fail? Where did we go wrong?" from this wretched articlehttp://sdtimes.com/agile-requires-transformation/[^] I can answer that. 'Agile' won't magically stop poeple from being thick as sh!t. There is no substitute for competence. Ever.
Well said! Give that man a Jaffa cake.
Regards, Rob Philpott.
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Well said! Give that man a Jaffa cake.
Regards, Rob Philpott.
Can I have one too?
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Can I have one too?
You have to say something I agree with first. Stay clear of politics!
Regards, Rob Philpott.
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You have to say something I agree with first. Stay clear of politics!
Regards, Rob Philpott.
You're so clever and witty Rob! Now give me the fokin Jaffa Cake!!! :mad:
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You're so clever and witty Rob! Now give me the fokin Jaffa Cake!!! :mad:
Now we're talking. Handsome too, although you wouldn't know that. Meet me in Tesco's on Cheapside in 5.
Regards, Rob Philpott.
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Now we're talking. Handsome too, although you wouldn't know that. Meet me in Tesco's on Cheapside in 5.
Regards, Rob Philpott.
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*** Nagy Vilmos inaccuracy report *** Unit 5 Cheapside London Greater London EC2V 6BJ England. From the TESCO WEBSITE. I know because its where I buy Jaffa cakes. Pub looks half decent, but its in a place called 'Horsell', wherever that is.
Regards, Rob Philpott.
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*** Nagy Vilmos inaccuracy report *** Unit 5 Cheapside London Greater London EC2V 6BJ England. From the TESCO WEBSITE. I know because its where I buy Jaffa cakes. Pub looks half decent, but its in a place called 'Horsell', wherever that is.
Regards, Rob Philpott.
You never said which Cheapside! :sigh:
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Agile, SCRUM, fubar ... The problem is that, as with most things, people don't do it properly. The last team I worked on tried to introduce what was then "the latest thing" (can't remember what it was called), but never followed the rules properly. As a result, not solely but it was a contributing factor, the project went TU, and it cost the company quite a lot of money to get out of the contract with our subcontinental develoment company.
Richard MacCutchan wrote:
The problem is that, as with most things, people don't do it properly.
This point can't be overstressed. I'm not saying I'd want agile applied anywhere, there are instances where it'd be a disadvantage, but these aren't the sorts of day-to-day projects I've encountered in my life. Quite often I've heard people moaning about how agile doesn't work, normally based on a single poorly-organised "agile" project (or more correctly a free-for-all labelled as a particular agile methodology, most often XP). I've worked on a large waterfall projects - it worked but it involved a massive team working 50+ weeks over several months, it worked as it happened, but I'd say as a methodology it would be more likely to fail under odd circumstances. Pretty much the same team waterfalled another big project a year later, eventually the company had to pull out of the contract.
Alberto Brandolini:
The amount of energy necessary to refute bullshit is an order of magnitude bigger than to produce it.
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"Almost every day, there are software development teams finishing agile sprints who are left wondering what happened. How did we fail? Where did we go wrong?" from this wretched articlehttp://sdtimes.com/agile-requires-transformation/[^] I can answer that. 'Agile' won't magically stop poeple from being thick as sh!t. There is no substitute for competence. Ever.
Another great article where there are too many words. What I find amusing is having witnessed programmers proudly strut "we're a successful agile team" while the project is failing around them. Funny that. You can be successful at agile development and still fail at product development. Marc
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"Almost every day, there are software development teams finishing agile sprints who are left wondering what happened. How did we fail? Where did we go wrong?" from this wretched articlehttp://sdtimes.com/agile-requires-transformation/[^] I can answer that. 'Agile' won't magically stop poeple from being thick as sh!t. There is no substitute for competence. Ever.
agile started with the logical fallacy of "successful developers do this, so if we force everyone to do that, they will be successful." It then became a way for lazy managers and lazy developers to pretend they knew what they were doing. Interestingly, the original Agile Manifesto is quite good; but it is talking about highly competent, self-driven developers in competent organizations. This was driven home to me a few years ago when I worked at a company with two distinct teams working right next to each other, one which did agile by the numbers and ours, which had stand ups and that's about it. I was on the latter and our stuff was always done on time with very few bugs. The other team was constantly late and there stuff very buggy. Since their cubicles were next to mine, I noted that they spent a huge amount of time on the bureaucracy of Agile. It also became obvious how artificial and staid Agile was--ironic given that it's supposed to be, well, agile. (A friend of mine worked for an agile company; it finally got so silly, the CEO called an end to it. The positive change in productivity and morale was stunning.)
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agile started with the logical fallacy of "successful developers do this, so if we force everyone to do that, they will be successful." It then became a way for lazy managers and lazy developers to pretend they knew what they were doing. Interestingly, the original Agile Manifesto is quite good; but it is talking about highly competent, self-driven developers in competent organizations. This was driven home to me a few years ago when I worked at a company with two distinct teams working right next to each other, one which did agile by the numbers and ours, which had stand ups and that's about it. I was on the latter and our stuff was always done on time with very few bugs. The other team was constantly late and there stuff very buggy. Since their cubicles were next to mine, I noted that they spent a huge amount of time on the bureaucracy of Agile. It also became obvious how artificial and staid Agile was--ironic given that it's supposed to be, well, agile. (A friend of mine worked for an agile company; it finally got so silly, the CEO called an end to it. The positive change in productivity and morale was stunning.)
Absolutely.