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Most of the Job Postings you will see will have the term Agile Process mentioned somewhere in their Job Description. If you talk to Developers or Managers in your network, most of them will tell you that their teams are using Agile Methodology.
So I believe it is fair to say that the term Agile Process is trending nowadays in Software Industry, and using Agile Process in your team is as cool as using AI/ML in your code. Agree?
“Can we get serious now?” quipped Captain Charles Sully Sullenberger, the iconic character played by Tom Hanks in the movie adaptation of the Airbus A320 Hudson Water landing incident. He goes on to articulate the crux of his argument in the safety hearing: “You are taking humanity out of the cockpit while looking for human errors.”
I have a feeling - more from experience - that many of the Agile implementations that are done in organizations suffer from this very same issue: humanity is taken out of Agile. This is a sad irony as Agile by design is meant to amplify people practices. There are several manifestations of this in Agile. Task sign-up, self-organizing teams, servant leadership, a daily Scrum meeting, team retrospective, and various principles are all examples of the human side of Agile.
Agile is one of the trendiest concepts in the tech world.
First theorized in 2001, Agile encompasses several frameworks such as eXtreme Programming, Crystal, or Lean Software Development (LSD), with the most widespread being Scrum.
One of the most important roles in an Agile Project is that of the Product Owner (PO). The Primary responsibility of the PO is to represent the Business, prioritizing business requirements for delivery. This often means that the PO is the one who decides what the Squad does in a Sprint. However, it does not mean that the PO tells them how to do it, when to do it during the sprint, and which team member should do what. Sadly some POs go beyond their key responsibility and start managing the team and the project – the Project Managing PO! These POs find it difficult to move away from Project Management and adopt an approach of trust, collaboration, and empowerment – which is pivotal in an Agile context.
This article highlights the PO anti-patterns, describes the repercussions of these, and towards the end suggests a few tips to avoid them.
Stargate Factions - MGM
The Alteran are maybe the species that are the simplest to link to our Agile "Universe".
It is funny to notice that, more often than not, we only hear the good stories in each segment of our lives. That applies equally to Hollywood, where we only get to see the shining stars, but ignore the struggle that goes behind it, or any successful Agile project, where we see and relish the success, forgetting the relentless effort by a dedicated team. Does success cover the entire story? Of course not! There is a very dark side as well — which is often not too exciting to hear or encouraging to know — but very insightful if you wish to learn what not to do to avoid failure.
It is repeatedly presented that only 42% of Agile projects succeed in truly being Agile. The other 58% struggle (50%) or fail (8%)! So, what are they doing differently that keeps them from success with Agile? This is interesting to know — as doing or being Agile, may sound different, but in reality, they are very closely-related, only differed by the span of its usage.