1.
Agile isn’t just for software, or just for work
2.
Managers have a role in agile, but it’s more about
strategy than micro-managing
3.
You can never rule out change entirely, but there
are more and less expensive times for it
4.
You don’t need everyone to be a generalist, but
multi-skilled people are at a premium
5.
Agile teams do plan, they just do it
incrementally based on empirical data rather than forecasts
6.
Agile teams can architect, intentionally, making
decisions incrementally rather than upfront
Estimating completion is hard, whereas done/not-done is
indisputable, especially with an explicit definition of done. Completion estimates tend to overestimate
progress because trying to finish a task drives out more work. Done/not-done gives pessimistic measures, and
encourages teams to prefer smaller tasks with less WIP. The Agile Manifesto says working software is the
measure of progress, and done/not-done reinforces that.
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