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"Development", (i.e. specifying, writing, testing and deploying software) can frequently be made agile. But 90% of the time, it's pointless since the business
by cgrealy 5y ago
"Development", (i.e. specifying, writing, testing and deploying software) can frequently be made agile.
But 90% of the time, it's pointless since the business isn't agile.
You have layers of management from the CEO through dept heads to unit leaders etc, and then you hit the actual devs/QAs/POs, etc... and agile starts here.
- lumost 5y agoWhen you get down to it, what does this even mean? What would an agile CEO do that made him agile? Would they change their mind on how the company was structured every 2 weeks? Or what the quarter’s priorities were? At the end of the day product development involves shipping improvements that matter in a reasonable timeframe. Usually this means that someone, somewhere has to manage a roadmap and make sure that people are getting the dedicated focus time to deliver major improvements over prolonged periods of time.
- planet-and-halo 5y agoThe main thing would be scoping and funding projects. Basecamp is a good example: they organize their projects in six-week increments, scoping them so that they are achievable in that time frame. Most companies fund and scope on much longer time frames where they commit upfront to delivering something, frequently without understanding the actual complexity involved.