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From being on a few agile projects at Fortune 100s, I can attest to this. I once worked in parallel with another agile team that was doing a separate but integr

From being on a few agile projects at Fortune 100s, I can attest to this. I once worked in parallel with another agile team that was doing a separate but integrated portion of an entire solution (it was a bunch of apps under one umbrella/initiative). At the risk of tooting my own horn, the other team was disbanded after three months without progress. The inherent problem that I saw was how those companies treat developers. I'm a consultant, so I was able to do the projects and move on, but it's clear that the companies look at developers as commodities and cannot fathom why somebody who says they can write code is not equal to another person who can write code. After all, aren't all accountants the same? (They're really not.) Regardless of whatever process you throw at these large companies, if you have a mediocre staff, expect mediocre results.

MartinCron 15y ago
Regardless of whatever process you throw at these large companies, if you have a mediocre staff, expect mediocre results. I agree about staff, but I also think that mindset is a huge component. There are organizations out there that consider software to be a necessary evil, something that they have to do in order to do the real stuff that needs to get done. Other organizations consider software development to be a strategic advantage. Something that they can do more quickly or more effectively to make the organization succeed. If you're at a "necessary evil" organization, neither talent nor methodology will save you.