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As someone who programs in the military, this paper rings true in an absurd number of ways. A lot of these problems are unavoidable - you have to have some requ
by alexb_ 4y ago
As someone who programs in the military, this paper rings true in an absurd number of ways. A lot of these problems are unavoidable - you have to have some requirements when it comes to very dangerous systems, for example - but there's a lot of people who pretend what we do is Agile even if it clearly is not.
And I think that at some point, doing some agile is still better than doing nothing. We code to requirements, but still have sprints/sprint plannings, stand up meetings, point system with tickets, etc because it gets things done faster. But that still must be done even though we can't directly interact with the users. It's not agile, but it at least makes an attempt to get work done.
- strangattractor 4y agoIn some ways I think the name "Agile" is a misnomer. The fact is most projects are as you described. Agile provides a way to reliably manage a project, identify blockers and break the project down in to manageable chunks aiding in gauging whether progress is being made. The problem for me with almost all managements methods is they become metrics for management to improve productivity. They start doing things like wanting to increase velocity to increase productivity. Or comparing 2 groups by comparing their velocity. Or not having long term goals because they think everything you do has to fit into a 2 week sprint. The list goes on.....