this post was submitted on 06 Jun 2024
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Yeah, Agile isn't really at fault here. If done right - if you've got a scrum master, a proper product owner, proper planning and backlog grooming, etc. - it works really well. The problem is some companies think Agile is just "give the devs some pie-in-the-sky hopes and dreams, let 'em loose, and if they don't give half a dozen execs exactly what they want (despite their massively conflicting ideas on what they want), cancel the project."
In my experience it's just kanban, but make the devs feels guilty between sprints for not meeting their goals.
Absolutely It's so management can say "your velocity was down 15% this sprint" and not feel bad about it instead of saying "work more" It's plausible deniability for demanding unpaid overtime
This is what ticks me off about the "Agile" brand, it's chock full of no true Scotsman fallacy (if a team failed while doing "Agile", it means they weren't being "Agile").
I can appreciate sympathizing with some tenets as Agile might be presented, but the popularity and consultancy around it has pretty much ruined Agile as a brand.
Broadly speaking, any attempt to capture nuance of "best practices" into a brand word/phrase will be ruined the second it becomes "popular".
This isn't a case of No True Scotsman. There really is a right way and a whole lot of wrong ways to do Agile development. Any team that calls itself an Agile team that doesn't actually follow the processes properly is doing it wrong and will fail.
That doesn't mean any team that's doing it right will succeed, but it's like riding a horse: If you only climb halfway up the horse and try to hold on while at a 90-degree angle, it's not going to work, and it would be stupid to declare that the concept of horse-riding is broken. No, it's not broken, you're just an idiot who thought you could ride a horse while only halfway up, clinging desperately to its side.
In one the worst “poor planning” projects I’ve been in the product owner just kept sneaking in new “high priority” issues to the top of the backlog throughout the sprint. I don’t think we had a single sprint where we ended up with fewer open issues in the backlog than when we started.
Needless to say, he was the main reason why I quit.