Instant gratification is just one pitfall of not understanding Agile before you do it. The article has a lot of useful suggestions at the end. A thing that get

Instant gratification is just one pitfall of not understanding Agile before you do it. The article has a lot of useful suggestions at the end. A thing that gets lost in a lot of discussions about Agile, even the ones like this one that invoke the intent of the Manifesto for Agile Software Development, is that there are material advantages to Agile over the systems analysis style of project planning and management. It isn't just mindfulness over following a recipe. Agile was needed because replanning with complete functional and implementation specs, and complete task estimates and coder assignments needed for a resource-leveled critical path analysis is way too onerous. That lead to not replanning as tasks, knowledge, and goals change, which is worse. There are tools, like having an MVP milestone, doing decision tree analysis at key milestones, etc. that are compatible with Agile, and there are techniques, especially metrics, that are voodoo or just adornments on Agile-as-management-fad. Knowing why Agile was needed vs what was used before is key to understanding what is compatible, and what is an impediment to agility.