One of things you’ll read every now and then is your whole organization has to be agile or your team won’t be truly agile. Here’s a good example:
When I hear management say things like ”We’ll never be totally Agile in this company. There will always be waterfall projects.” I smile because what that really means is that they’ll never be Agile at all.
Or someone will create a survey for you to tell whether you’re still doing Scrum or rather infamous ScrumBut.
Every time I read something like that my reaction is the same: “OK, I’m not truly agile (whatever it means). So freaking what?”
First thing here is I know a lot of examples of agile techniques being implemented in highly formalized organizations. The trick is to build bridges between process existing outside of the team and Scrum or any other approach used within the team. If these bridges work well and people on both sides are able to easily match their roadmaps you don’t need much more.
Another myth is that agile team shouldn’t (or even isn’t able to) build reliable long-term project plan. What a bullshit. Actually any team, no matter which approach they use do develop software, should be able to build reasonable project plan as long as they employ reliable estimating technique. If you’re perfect in estimating stories in story points why can’t you spend some time estimating the whole big ugly product this way? Will your brain blow or something? Is it forbidden to use other estimating techniques like Evidence Based Scheduling if you work with agile? If so, no one told me.
Besides that, if my chunk of organization works as well-oiled agile machine and I don’t even know how other tens or hundreds chunks of company work does it mean I’m not agile? Come on. I bet IBM or Accenture has some hardcore agile teams doing some stuff for customers who appreciate and expect working with agile teams. Should we blame these teams for working under the banner of huge corporation, which as a whole can’t be called anything like agile?
After all, agile is just a label as any other. The label itself doesn’t make you produce better software. Practices do. If someone tells me I’m not agile because I don’t do stand-ups, screw them. As far as my approach lets the team developing good products I don’t care about labels.
All posts of The Carnival of Agile Bullshit.