- Web Experience: In Defense of the Committee, by Gerry McGovern, June 4, 2017.
2. The Agile Manifesto offers some great ideas. It stresses “individuals and interactions,” “working software,” “customer collaboration,” and “responding to change.” It can easily turn into a meaningless ritual, though, a way for self-appointed “scrum masters” to rake in money without offering value. When they talk about “doing Agile,” making it a noun, be on guard. That can lead to magical thinking which tries to get results by performing the right words and gestures.
Agility means quick reflexes, ability to negotiate obstacles, and balance when rapidly changing direction. In a development environment, it means reacting quickly to changes in requirements, keeping good communications, and not getting painted into a corner. It doesn’t mean being a slave to a process.
If the standard answer to a request for change is “Put it on the agenda for the next scrum,” that’s a clumsy approach, not an agile one. Deciding everything by committee is about as agile as a trailer truck in mud. Agility requires keeping communication lines open and letting people act on what they’ve learned.
“Agile” can become micromanagement. Breaking work up into small steps lets people be more agile, but making them fill walls with sticky notes describing each little bit drags them down. Keeping track of each team member’s progress and identifying delays is valuable, but you do that because plans are going to change. Everything takes longer than you think; you just don’t know how much longer.
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