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Agile is a Sham

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Re: Agile is a Sham

#131

Earlier quoted context omitted.

Sure, I was just trying to prove a point - more process doesn't necessarily mean worse software.

That's right. It means slower software. That's not what Agile consultants are selling.

You said "...Agile, or any other process...", so you're explicitly not limiting your statement to Agile methodologies.

Do you think _slower_ (as in taking longer to develop) software is the only outcome of the processes that avionics software companies use? Or do you think they are wrong or would be better off not using any of these processes?

Re: Agile is a Sham

#132
Not sure where the poster comes from.

(The poster seems to confuse Agile in "Agile is a Sham" and the Agile "industry". I can't talk about the Agile "industry" as I'm no part of it or have no contact to it, so I will concentrate on the "Agile is a Sham" part)

After introducing Agile/Scrum in 3 companies over the last 10 years, not as a consultant but as a permanent employee, I'd think it has been a success three times. Measuring success with two metrics: Predictable, ongoing results and developer happiness.

Developer happiness in agile usually comes from calming down the fury of requirements and wished for features. Sprints do enable developers to focus for 2-3 weeks on one topic instead of being pushed to the most urgent topic of the day by management. Happiness also comes from communicating and working and feeling as a team.

I assume the poster has - if he has - a different agile experience. Perhaps he's not a team person or uncomfortable with coordinating and working with others. 10% of the developers I've worked with just don't feel right with agile, it's not their thing. They should not try to adapt to agile from my experience, as it does not work. Better to find a non agile environment that does work for them.

From asking developers after agile introductions we had >90% approval rates on the question "Would you like to go back before agile?" and "Would you like to have a different development model?"

Scrum in particular is different from, e.g. XP. It focuses on process and - deliberately - says nothing about engineering practices or craftmanship. Coders are free to chose those for themselves. Some struggle on this or think they don't need to have them just because Scrum doesn't prescribe those. Some think Scrum is sh* as it does not talk about engineering practices or developer quality. But this is intentional.

Scrum will not make development "work" with bad developers. But it will make good developers work smoother together and make them - if they are team people - more happy from my experience.

One final note: Some people here agree that Agile is a Sham and does not work, then citing examples of managers/scrum masters that deliberately did not follow Scrum. Following Aristotelian logic at least this does not make sense.

A final final note: I got a very fine and tasty chocolate cake from my current team for birthday, so I might not be doing things that wrong ;-)

Re: Agile is a Sham

#133

[Obligatory plug and disclaimer: Agile professional who wrote an earlier rant "Agile Ruined my Life" http://www.whattofix.com/blog/archives/2010/09/agile-ruined-... Also I am writing some practical how-to Agile e-books trying to undo some of the damage: http://tiny-giant-books.com/scrummaster.htm ] Just differentiate between what Agile is and how people are pushing Agile on you. Different things entirely. Agile is be…

> In many shops, Agile is just another way of micro-managing teams, sadly. I think this is a big source of the complaints, yeah. If I had to narrow it to one specific mis-implementation of agile, it'd be having daily standup meetings turn into daily mini-performance-reviews with the boss. Iirc the Official Scrum Rules try to avoid that by decreeing that the scrum-master should be just another team member, and not a p…

I think this kind of weird misinterpretation of the buzzwords happens because most people don't actually read anything about agile. They just hear other people say they need to be doing "daily stand-up meetings", and they interpret what they think that means, instead of bothering to find out.

I had a wonderful example of this behavioral pattern last week. I was called into my project's first "sprint planning meeting" where I was asked to write down for the next 8 sprints which features would be delivered when. Of course, since we were now "doing agile" I was allowed to be off by one or two features every sprint. But it still had to all fit into 8 sprints, because the project's deadline was by the end of the 8th sprint, and we needed to be sure we would deliver the full scope by then. As pepe le pew so aptly described: "le sigh".

Re: Agile is a Sham

#134

Must be Wednesday. TODO next week: Go collect all of the blog post cycles of "Agile Sucks" -> "No, agile in theory is fine, it's just marketing and implementation that sucks." It's a full-fledged meme at this point. And I think if you distilled all of these posts down to their essence, you'd have a really solid critique and we could build some lessons learned, and the next time someone gets burned by a bad implementa…

(blog author)

+1

Re: Agile is a Sham

#135

[Obligatory plug and disclaimer: Agile professional who wrote an earlier rant "Agile Ruined my Life" http://www.whattofix.com/blog/archives/2010/09/agile-ruined-... Also I am writing some practical how-to Agile e-books trying to undo some of the damage: http://tiny-giant-books.com/scrummaster.htm ] Just differentiate between what Agile is and how people are pushing Agile on you. Different things entirely. Agile is be…

> In many shops, Agile is just another way of micro-managing teams, sadly. I think this is a big source of the complaints, yeah. If I had to narrow it to one specific mis-implementation of agile, it'd be having daily standup meetings turn into daily mini-performance-reviews with the boss. Iirc the Official Scrum Rules try to avoid that by decreeing that the scrum-master should be just another team member, and not a p…

Unfortunately, I got Scrum going at a small, chaotic, mismanaged consulting shop I worked for after using it at my previous job with reasonably positive results. Management loved it because it fed their natural micromanaging attitudes (e.g., employees are basically lazy children, will not work unless coerced, and must observe strict deadlines). I realized all too late that I was contributing to that.

These days they only do the daily stand-up, which is of no value to anyone except my former manager, since people talk directly to the manager and not to each other (this is one of many reasons why managers should not be in stand-ups). It became exactly what you said: a daily mini performance review.

I've since realized that the things that make Scrum successful are the same things that make a team successful, and that you can't necessarily connect a causal line between Scrum and team success if the team would have probably been successful anyway. It basically comes down to the team having a good rapport--regular communication between team members, the ability to seek advice without judgment, and the ability to communicate blocking issues in a timely way to the right people.

Re: Agile is a Sham

#136

Earlier quoted context omitted.

No but communication is part of any effective process. Standup is just having everyone say what they accomplished yesterday and what they're planning on doing today. If you're on a team with more than three or four people, it's a useful way to get a quick summary of where everyone's at. Some people are good at letting other people know when they're stuck, but some aren't, and if you've got the latter on your team sta…

No amount of process can fix bad communication. Standups are an attempt at that. Teams that have good communication succeed more, and standups aren't integral to their success. Teams with bad communication fail more, and standups can't help them. Sales teams and sports teams don't work as a comparison, they aren't building something (sales is a particularly bad example, most sales team members are in direct competiti…

No amount of process can fix bad communication.

Sure it can. If I've got a team member who can't be bothered to let people know what he's doing on his own, I can hold a standup every morning to make sure the information gets communicated to the team. If he lies every day about what he does, the longest he can go is one sprint before his work gets verified.

I'm trying to imagine standups on a building site.

I don't know, I think it goes something like this:

"Hey Tom, how far did you guys get on the roofing yesterday?"

"Only about a quarter of the way. Some dipshit ordered the wrong shingles."

"Ok, Bob will you get on that today so Tom and Dick can finish the roofing? How about you Fred, where are you at on the sheetrock?"

"Living room and kitchen are done, I should finish the bedrooms today..."

etc. Pretty much what actually happens at a construction site if the builder is competent.

I don't know what kind of standups you've been in but they sound like they were run by someone with no training or experience in the process.

Good teams communicate while they build, and know where each other are.

How do they communicate? What if Tom doesn't know what Dick's doing and Dick doesn't think to tell him because he doesn't know Tom needs to know? This doesn't magically happen even if everyone is individually a star at what they do.

Re: Agile is a Sham

#137
Well, yes and no, but mostly no.

Looking at the collection of things that people refer to as "Agile", some of the practices work for certain teams at certain times. Saying "its all a sham" is as much bullshit as calling Agile a silver bullet that will solve all your woes. (Just because it's not one extreme, doesn't put it at the other).

The OP calls out two practices, Scrum and TDD. I've tried "Scrum" at 3 different places, where by "Scrum" they meant "have a stand up meeting". Never worked. For that project!

However, TDD has actually been a silver bullet for some tasks. And on other tasks it killed my productivity.

Basically, stop thinking there are silver bullets, and figure out what works for your team and project.

Re: Agile is a Sham

#138
post #107

Earlier quoted context omitted.

Funny thing is, both this guy and the author of the TFA touch the same problem in passing: regardless of the process, there are too many incompetent people plaguing our industry. Instead of addressing the problem, managers usually exacerbate it by trying to "fix it" with a "correct process". No process in the universe is going to turn the Infinite Monkey Theorem [1] into solid reality. [1] http://en.wikipedia.org/wik…

Yet it never occurs to them when dividing people into groups that maybe they're the incompetent ones... Who's more competent? The person using Agile successfully and getting things done, the guy using no specific development process and getting things done, or the guy writing long blog posts about why he doesn't care for a development process he doesn't understand and doesn't need to participate in if he doesn't enjo…

I'm currently on two missions. In one of these, we kick ass. Deliver on schedule or even in advance. It's scrum, we simply work as a team of four and ship, ship, ship, ship, feature after feature and fix after fix. We have our hands free, management is trusting our cell with the strategic future of their Tech tree, and we deliver.

In the other mission, I am not making this up, I spend 1hour/day on poor excuses of stand up meetings, 3 hours/day in various meetings, 1hour/day on various administrative tasks and 3 hours/day preparing powerpoint plannings for the meetings of the next day, and I'm a dev. I work with equally awesome devs in either mission, but in this one the customer is absolutely crazy inefficient and a control freak, and the best example of what NOT to do with scrum I've ever seen.

So who is more competent? The me that's killing it with scrum in the first mission or the me that can't do anything because of scrum in the second mission?

Re: Agile is a Sham

#139
I do think think that there's a combo of simple techniques and rules of thumb, that, taken together, yield better results, with less ceremony, than Agile. And certainly far better than Waterfall, in the general case.

That combo (in my judgement) includes: iterative development, risk-driven prioritization, KISS/YAGNI, note-taking, scripted automation, CLI bias, FOSS, backups, version control and RDD (README-driven development). And several more, but these are among the biggest.

Because you don't necessarily need tests. You don't necessarily need pairs. You don't necessary need cards, or standup meetings. You don't need big upfront design. But you do need to produce working code. You should provide enough documentation to help you remember how things work and why, and bring new team members up to speed and/or project inheritors, and you ought to be flushing out assumptions or minimizing your biggest risks as early as you can, when there's still the most time to fix things, workaround, or abandon an approach entirely. These are rock solid, universal patterns I've seen over the decades. And they apply to small projects and large. Solo rockstars, small teams, large, etc. Independent of tech mix and software types.

And yes, ultimately the quality of people you have is the most important. They drive everything else: the choice of technology, tools, architecture, prioritization, morale, pace, resilience, etc.

Re: Agile is a Sham

#140

Earlier quoted context omitted.

No amount of process can fix bad communication. Standups are an attempt at that. Teams that have good communication succeed more, and standups aren't integral to their success. Teams with bad communication fail more, and standups can't help them. Sales teams and sports teams don't work as a comparison, they aren't building something (sales is a particularly bad example, most sales team members are in direct competiti…

No amount of process can fix bad communication. Sure it can. If I've got a team member who can't be bothered to let people know what he's doing on his own, I can hold a standup every morning to make sure the information gets communicated to the team. If he lies every day about what he does, the longest he can go is one sprint before his work gets verified. I'm trying to imagine standups on a building site. I don't kn…

"Sure it can... If he lies every day about what he does, the longest he can go is one sprint before his work gets verified."

That's not fixing bad communication. That's wrapping it up in process, and calling it "good enough". The team communication, and probably its morale and output, still sucks.

"etc. Pretty much what actually happens at a construction site"

That communication happens continuously, throughout the day. If isn't happening continuously, throwing a standup at it ain't gonna fix it.

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