Agile as Trauma

Their development muscles grow as teams practice and get better at internalizing agile processes and delivering value in multiple forms of capital. Finally, agile processes are all about timely responses to the unplanned event in order to create more value.

One of the most common challenges encountered in software development is the focus of teams, product managers, and organizations on managing cost rather than value. This typically manifests itself in undue effort spent on zero-value-add activities such as detailed upfront analysis, estimation, scope management, and backlog grooming. These symptoms

In the vast majority of cases, a start big, all-in, bet-the-farm approach is an antipattern. It is not applying an agile mindset to agility. It fails to acknowledge that organizations are complex adaptive systems, that both change itself and changing how you perform that change are emergent, that humans have a limited velocity to unlearn and relear

In my experience, the application of Agile frameworks usually leads to a revolutionary approach. Most frameworks are largely prescriptive and are explicitly described as immutable. When all you have is a hammer, every context will be treated like a nail. And when you’ve paid a lot of money for a gold-plated hammer, when you’ve trained a lot of peop

This is a good place to introduce the idea of using an engineering model approach to software development as opposed to the contractor model. First consider the typical contractor model. Under this model, whether used by employees or actual contractors, developers must be given accurate tasks to work on, and they must not fail in even small ways. T