Posted by Robert Merrill on December 17, 2009 under Agile Methods, Waterfall (SDLC) | 
Serhiy Kharytonov published a fine summary of software methodologies for non-technical leaders at Executive Brief. He makes several excellent observations, but he also perpetuates a destructive myth. I’ve worked with all three of Waterfall, RUP, and Agile, and here’s my take.
Excellent observations
Then, stay agile in the approach to the process itself, constantly looking back, re-evaluating and revising the development process until it fits your current circumstances most successfully.
If you learn nothing else from Serhiy and I, learn this. Change from a culture of blame-fixing to a culture of continuous improvement, with no political unmentionables, and you will get a lot more value for your software-development money, and everything else besides.
Then, if you want to learn one more lesson the easy way rather than from a painful and expensive experience, Read more of this article »
Posted by Robert Merrill on November 16, 2009 under Agile BA, Agile Methods |
This is the third of three parts on how to sabotage Agile adoption in your company, especially for Business Analysts.
If you want Agile to succeed, don’t do this stuff.
If you want Agile to fail because you’re benefitting from the status quo, good luck with that, too. Just make sure you have each item covered, especially the last one.
- Find like-minded saboteurs at other companies, so you can say, “They tried Agile at BigCo, and it was a disaster!”
- When assigned to an Agile project as Business Analyst (BA) or Product Owner, insist that all communication from business people to developers go through you, “To keep a handle on scope and keep things consistent.”
- As BA, insist that developers ask you all business questions first, because, “You know the business better than they do, and they’re all really busy anyway.”
- As BA, if instructed to coach people on User Stories or Test Cases, call in sick. Or just do it badly (but don’t be too obvious about it). On break, tell the most frustrated-looking person, “The only reason we’re doing this Agile stuff is that the CEO read about it in an in-flight magazine.”
- Hope that your firm’s competitors have people like you in them. When the ship you’re on sinks, proving that the leak wasn’t in your end won’t keep you from getting wet.
In case you missed them, here’s
How to Sabotage Agile, Part I and How to Sabotage Agile, Part II.
Posted by Robert Merrill on November 12, 2009 under Agile BA, Agile Methods |
I got the idea for How to Sabotage Agile from a weather safety talk I once heard called “How to Get Hit By Lightning.” It’s more memorable and fun to read about what not to do.
- Tell the sysadmins, tech support folks, and in-house counsel that Agile means developers will be pushing code to production anytime they feel like it.
- Quote (or make up) inflammatory statements from famous Agilistas. “Sure, BAs, PMs, and QA people have a role on Agile teams–somebody has to make the coffee!”
- Tell the most introverted, opinionated developer in your shop that Agile will mean they will have to go out and gather all of the requirements themselves, with no help.
- Tell the most technophobic, opinionated business person in your firm that Agile will mean they will now have to talk to programmers, daily.
You’re in the middle. Don’t leave this to chance, do them all! See also How to Sabotage Agile, Part I and How to Sabotage Agile, Part III!