nonsense. I'm not an advocate of large process by any means, but a number of principles of the agile movement can benefit developers of any skill level or experience. and more importantly it can help a team collectively more than it can help the individual. the trick is imposing these principles carefully, which almost every agile leader I've met fails to do.
I've never seen anything wrong with more communication between stakeholders and adapting a solution to meet their ever-changing needs.
I've never seen anything wrong with more communication between stakeholders and adapting a solution to meet their ever-changing needs.
Surely there's a point where more communication starts being detrimental. Reducing it to the absurd: if you spend 100% of the time communicating then you have no time left to actually build the thing. So there's a trade-off, as usual.
It could also be argued that ease of communication to deal with "ever-changing needs" encourages more superficial requirements and less deep thinking about the actual problem, leading to wasted effort and lower quality results.
Maybe you are right, maybe the above paragraph is right. I don't know and neither do you. Replying "nonsense" is not really an argument.
I've never seen anything wrong with more communication between stakeholders and adapting a solution to meet their ever-changing needs.
There is an effect where people who are invited to second-guess themselves become less happy with their initial decisions. There is another effect where cost or price or effort or social-standing is associated to quality.
If you give the impression of falling over yourself to serve the whims of your stakeholders, you're doomed. If you set reasonable limits... well that requires experience to do properly, and that same experience could be used to twist a more traditional methodology into something useful.
Perhaps agile has a stronger sink-or-swim learning curve? You either learn quickly and succeed very well, or you never figure out what went wrong.
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nonsense. I'm not an advocate of large process by any means, but a number of principles of the agile movement can benefit developers of any skill level or experience. and more importantly it can help a team collectively more than it can help the individual. the trick is imposing these principles carefully, which almost every agile leader I've met fails to do.
I've never seen anything wrong with more communication between stakeholders and adapting a solution to meet their ever-changing needs.
Surely there's a point where more communication starts being detrimental. Reducing it to the absurd: if you spend 100% of the time communicating then you have no time left to actually build the thing. So there's a trade-off, as usual.
It could also be argued that ease of communication to deal with "ever-changing needs" encourages more superficial requirements and less deep thinking about the actual problem, leading to wasted effort and lower quality results.
Maybe you are right, maybe the above paragraph is right. I don't know and neither do you. Replying "nonsense" is not really an argument.
I've never seen anything wrong with more communication between stakeholders and adapting a solution to meet their ever-changing needs.
There is an effect where people who are invited to second-guess themselves become less happy with their initial decisions. There is another effect where cost or price or effort or social-standing is associated to quality.
If you give the impression of falling over yourself to serve the whims of your stakeholders, you're doomed. If you set reasonable limits... well that requires experience to do properly, and that same experience could be used to twist a more traditional methodology into something useful.
Perhaps agile has a stronger sink-or-swim learning curve? You either learn quickly and succeed very well, or you never figure out what went wrong.