As an Agile coach I am in the Agile transformation business. Coaches are rarely employed when an organization “gets” the philosophy and properly implements an Agile framework or methodology. In my experience those that are most challenged are those who seem to concentrate on the ceremonies while failing to focus on the bigger picture concerns – those more interested in “doing” rather than “being.”
The interesting thing about big upfront design is the gall it takes to even begin to believe that all can be known at the beginning of a complex endeavor. This harkens back to some of my earlier posts, including Software Development is Communication, where I argue that those in charge of software development decisions (like team size, composition, physical location, etc.) have no clue about software development. Software development is most often a complex undertaking.
We all have customers. If we didn’t there would be no reason to do what we do. If we didn’t their would be no one to pay our invoices. And when someone agrees to pay you for work, they generally want to have some kind of agreement on the nature of the work for the money that is being paid. This agreement is usually put in writing and voila, we have a contract. This is an important part of the process and as everyone knows, contracts are valuable documents for both the customer and yourself. But as the Manifesto states, it’s important to not get caught up in negotiation fever.
Of the four agile values, this is probably the least understood and most often misinterpreted. It certainly does not say that there should be no documentation as some (the less ambitious developers and teams) propose. It says that there is more value to actual software than comprehensive documentation.
The Agile Manifesto is best seen as a reaction to the environment at the time. Many authors are saying that software development values have gotten out of whack because the majority of companies now value processes and tools more than individuals and interactions. Obviously in order to create better software this needs to be corrected!
Between these presentations and my daily coaching practice, I am reminded yet again at the importance of forming a good scrum team. This, along with proper backlog compilation and maintenance, can make the difference between success and endless frustration. In my experience, proper scrum team formation is the area where companies who are unsuccessful in Agile transformations fail most often.