You see, agile was supposed to save us all. It was supposed to be the bridge between business and developers. And 10 years after its inception, we should be happy that more than half of the projects are done in agile manner (depending how you interpret the numbers). Agile has crossed the chasm, but not like we imagined it would.
- Companies are “doing agile”. But they do it the way they implemented processes for the last 200 years: Top-down. First they train the top management. Then they move on to directors. Then to team leads. And at the end, they get to the developers. Remember that “working software” part? It looks like they didn’t read the small print (much like in the waterfall case).
- The business and development divide has grown. Because scrum won, we now have project managers as scrum masters. They don’t know much about software, and that doesn’t help bridge the gap between the two worlds. Developers still look at those scrum master certifications funny (with some reason on their side), and the PMs still don’t understand that in order to get to “working software” you need to persist with actual software development practices. Because if you don’t write tests, or refactor, your team will slow down very quickly. And that will not produce as much “working software” as it said on the side of the box.
- It’s been just 10 years and we’re already looking for the new hotness. We didn’t have enough time to learn or adjust. Agile has now become “boring” and we’re looking to uncover more better ways to develop software. Those things that looked “shiny” a few years ago, like TDD or continuous integration, have lost their shine, and aren’t attractive anymore. Don’t believe me? check out the big conferences – seen these topics lately? Much like good management is dull and repetitive, so are agile development practices. But while we appreciate the old ways, apparently we value the new stuff more (without any good reason).
- We can’t even appear as a united front. We’re bickering inside ourselves. Agile vs kanban, craftsmen vs non-craftsmen – you’re doing it wrong, we hear from every side. And since agile has now become mainstream, it has a lot of money pouring in, and the side (read: consultants and trainers) that shout the loudest get a piece of the pie.
At this point, I feel Agile is declining into what TQM was. A brilliant success in the beginning, and now just a history fact. In a few years, months even, the business side will wake up and say: Agile is snake oil. It doesn’t deliver on its promise (and it doesn’t matter if it’s done wrong). The backlash will be grand.
There is still some light at the end of the tunnel: Regardless of our role in the process, as long as we’re delivering working software, we’re contributing to balance this future backlash. As long as we stick to the original agile ideas, we’re helping agile win a few more hearts.
I hope our collective work will be enough, that results will prevail. But I fear we’re seeing the beginning of the end.
Don’t agree? Cheer me up in the comments!
Also See: Clean Sweep in Agile
Agile development has become a cornerstone of most software development organizations.
Marked by iterative processes that deliver incremental value over time, agile development has enabled organizations to manage software complexity more effectively and to improve quality and time to market compared with previous development processes.