Quick recap of the first post, Miriam Posner saw an Agile team working and as an outsider decided to research more about the process. The article started with the defining of programmers as software engineers, an attempt to add structure to the confusing new field. From there was the “waterfall” development process, a term coined as a joke that was picked up by the management and used until the inflexible nature nature caused one too many projects headaches. A new movement was made by 17 managers who wrote the “Agile Manifesto” in February 2001.
Picking up from there Miriam goes into a little more detail on “waterfall” shortcomings as developers see it, the largest of which appears to be that any slowdown was seen as a ‘deviation from management’s careful plan’ because software development was inherently stable, at least from management’s pov. Agile was supposed to be about removing long-term, higher level plans set in stone in favor of short-term, quick-paced goals that would give more flexibility for developers. Remove useless meetings about every little thing so developers can actually fix the problems at hand. Miriam notes that at this time there were few qualified devs, so they had all the power and could have asked for unions or complete IP ownership. Instead they asked for more efficient working conditions so they could do their jobs.
While this sentiment from coders culminated in the 2001 manifesto, according to the Agile consultants Planview it took until 2012-2015 for more than 50% of active development teams to characterize themselves as “Agile”. So that was it right, new mindset and all’s hunky-dory. Except it wasn’t.
In a cruel twist of fate, Miriam noticed a flaw in that Agile team that she had been watching be so efficient and intriguing. They didn’t seem to be getting much work done. What had happened was that due to throwing out the top-down approach to project management, no one on the coder’s side had a solid concept of the project in its completed form. They had thrown out the baby with the bath water. Add on to the fact that, while definitely anti-management Agile was in a way very pro-corporate. The entire mindset was let developers put their all into the project, which in turn is believed to have contributed to the recently seen burnout rate increases. On top of this is the issue that, due to Agile’s inherently non-structured nature as a mindset, there’s no one thing someone can point to to say “this is not good we need to change it.” Since nothing is actually defined in Agile, everything is subjective and thus at the whim of whatever the company decides.
From this article I have come to see that flexibility in my future work is necessary, don’t try to plan every part from day one. However it is equally important to try to start with a skeleton, something that I can add my features to so that I know both where my projects are at as well as what it can become. Hopefully this adjusted mindset will allow me to continue doing what I love for a long, long time.
Link:
https://logicmag.io/clouds/agile-and-the-long-crisis-of-software/
From the blog CS@Worcester – Coder's First Steps by amoulton2 and used with permission of the author. All other rights reserved by the author.