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In my experience, the main problem with agile software development, the whole ordeal with fast feedback/iteration-cycles is that software simply doesn't work that way. I've been doing a fair share of refactoring in my time simply because it's bloody hard to integrate features added by the customer ad-hoc later if the foundation of the whole thing doesn't support the required data flows. Creating a foundation that supports everything under the sun however quickly leads to the inner-platform-effect where it can easily take a couple years to get a somewhat-working prototype.
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The recent CP news article (2019-08-06) 'why-agile-often-fails-no-agreed-metrics' [^] has a similar sentiment but claims that at least some do manage (or maybe that's that they started out right and held the course).
It also shows that getting the right metrics is hard if they are to reflect the organisation's goals rather than the technical folk's ideas of 'goals'.
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That link doesn't seem to work. I get a linkedin landing page that says it doesn't exist.
I'd like to read the article if you fix the link. 
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Link is fixed. Thank you for pointing that out.
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I think the real take away from this is it isn't agile that is failing, it is that large hierarchical organizations are a failed structure. Break out your team, do agile development somewhere else and bring the result back to the organization.
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hricker wrote: large hierarchical organizations are a failed structure.
I agree. People in general often believe (or say) that they want to buy their products from large companies so they get the benefits that the large ($$$) company can provide (service, repairs, etc).
However, if you ask a person questions like the following then no one says, "Oh, yes, I'd love to be involved with a large company."
1. Would you like to interact with a large doctor's group where you are literally known by an ID number and you get assigned to a different doctor who has your records every time?
2. Would you like to have an insurance company that is so enormous that it takes 3 hours to get them on the phone?
3. Would you like to go to a grocery store that is so large that you have to ride in a motorized vehicle to get from one aisle to another?
hricker wrote: Break out your team, do agile development somewhere else and bring the result back to the organization.
Right! Agile is for producing a product. The rest of the company can do the other administrative things as a large organization, but the development team needs only the people that are specifying, building, testing, (etc.) the product (a Self-organizing team will arise).
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I love the Agile Manifesto, but most organizations are not capable of "getting it". To me agile is two things
- short sprints with delivery at the end of each one.
- rapid feedback to improve process.
That's it. And that's enough. I also like the scrum-ish notion of continuously reviewing user stories with all the stakeholders so that each sprint you're building the thing that adds the most value.
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SeattleC++ wrote: I love the Agile Manifesto, but most organizations are not capable of "getting it"
Agree 100%!
I like your assessment because it "keeps it simple" and I think that is a big part of the Agile process, keep it simple and focused on delivering product. Whatever helps do that, keep. Whatever doesn't, throw it out.
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Nope!
Agile fails because it is a fatally flawed concept. It is a bunch of buzzwords that have no meaning in the real world.
Groups of 3 or more become increasingly dumb and dangerous. E.G. look at any political party in any nation.
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The problem isn't agile versus non-agile.
It's "non-technical" project managers / leaders that are incapable of "leading" because they are non-technical in the first place ... creating a project that is being led by nobody ... while everybody hopes that everything will work out in the end because "someone" must be in charge ... somewhere.
The idea that "you are as good as the people working for you" only works if you can tell the difference between those that can and those that are simply posers. Most can't tell the difference because they don't know what questions to ask.
The Master said, 'Am I indeed possessed of knowledge? I am not knowing. But if a mean person, who appears quite empty-like, ask anything of me, I set it forth from one end to the other, and exhaust it.'
― Confucian Analects
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I love him.
When I was growin' up, I was the smartest kid I knew. Maybe that was just because I didn't know that many kids. All I know is now I feel the opposite.
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he's been asleep for 10 years???
Message Signature
(Click to edit ->)
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Not quite, but the man can nap.
When I was growin' up, I was the smartest kid I knew. Maybe that was just because I didn't know that many kids. All I know is now I feel the opposite.
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honey the monster, codewitch wrote: the man can nap
A napping man is a happy man.
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Two facts:
0. I don't snore.
1. My wife is a terrible liar!
I wanna be a eunuchs developer! Pass me a bread knife!
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My kid sister is way more twisted than I am. Just sayin'
When I was growin' up, I was the smartest kid I knew. Maybe that was just because I didn't know that many kids. All I know is now I feel the opposite.
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I've never wandered around with a super soaker full of pig's blood.
When I was growin' up, I was the smartest kid I knew. Maybe that was just because I didn't know that many kids. All I know is now I feel the opposite.
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Is she in a black metal band? 
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too mainstream. lol.
her favorite song at 19 was the mister softee ice cream music on a warped music box.
When I was growin' up, I was the smartest kid I knew. Maybe that was just because I didn't know that many kids. All I know is now I feel the opposite.
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She sounds like quite the psychopath... Is she single?
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married now. It shocked all of us. But then, she always has. Bless her. =)
When I was growin' up, I was the smartest kid I knew. Maybe that was just because I didn't know that many kids. All I know is now I feel the opposite.
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