Fundamentally Agile is a very flexible and effective methodology that allows teams to continuously provide a working model of their respective project. When compared to the Waterfall methodology, Agile may seem like a flawless approach to team development and management, however this comparison to Waterfall fails to capture Agile’s flaws. Ideally, by understanding Agile’s feats and flaws, teams can make the most of the methodology.
Agile works best when all members deliver their respective parts of the project on time. This creates pressure on the developers to reach that time quota, as a result they may be more inclined to ‘cut corners’ so to speak while developing their part. Creating faulty code (or a general product) may lead to future issues, which would likely lead to sprint backlog bloat, so the development methodology must balance the value of the work being created and the time being spent to create the aforementioned work.
On the topic of time management, Agile does not offer much flexibility while creating sprints. Sprint length is determined towards the beginning of development, this itself is an issue as developers lack the foresight to allocate enough time in a sprint to take on larger-scale projects. Sprints encourage segments of digestible work for the developer, as Bryar and Carr mention in the article Have We Taken Agile Too Far?, “rather than take the time and uncertainty to develop a new capability, they go with the skills they currently have” (Bryar & Carr). Due to time constraints, developers settle with what they’re most comfortable with, as opposed to seeking potentially more effective solutions. This damages the final product as it heavily depends on the developers’ current experience and does not promote research.
One solution to this issue would be shifting to the Epic-model. Here developers won’t face an imminent time constraint that sprints impose, rather they will take a task (a story) and aim to complete it before the team moves on to the next step (the epic). This type of work structuring does not intrinsically have a set time limit but can be integrated within the Agile methodology. The goal of combining these two types of work structuring is to create a process where developers can have assigned tasks that are components of a larger task, AND to have a flexible time limit before moving on to the ‘larger task’. Another solution would be to fundamentally change how Agile works within a team. Currently, there are very few exceptions to change the duration of a sprint period, so to shift to a variable duration of each sprint would change how Agile works. A downside of doing this would be removing the consistency between sprints, but the benefit of that is that developers may be able to take on more work or do more research into their respective tasks before delivering their first working model. As a development methodology Agile should benefit the developers, therefore shifting from a rigid (preset) working period may increase the quality of work.
-AG
Source:
https://hbr.org/2021/04/have-we-taken-agile-too-far
From the blog CS@Worcester – Computer Science Progression by ageorge4756 and used with permission of the author. All other rights reserved by the author.