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The Problem with Agile
- The Agile Manifesto was a concise document created by 17 software developers focusing on creating value for customers.
- Despite its original intent, Agile has evolved into a formal system with its own customs, jargons, and rituals, deviating from its core principle of value creation and adaptability.
- Agile has been criticized for turning into a cult-like culture, where common sense is obscured by strict rules and dogma.
- Andy Hunt, an original signatory, expressed disappointment in how Agile has become rigid and dogmatic, contrary to its initial purpose of using common sense over rules.
- Alistair Cockburn proposed simplifying Agile with the Heart of Agile, focusing on collaboration, delivery, reflection, and improvement as the core principles.
- Collaboration in Agile involves understanding the team and ensuring work adds value to users, rather than blindly following rituals like backlogs or daily stand-ups.
- Delivering value to customers is emphasized as the fundamental goal of Agile, requiring PMs to explore who the customers are and what value means to them.
- Reflection is deemed crucial in Agile, allowing teams to assess what works, why it works, and how it adds value, giving them a competitive edge.
- Improvement in Agile involves changing or discarding practices that do not contribute to value generation efficiently, even if they are considered 'good practices' within the framework.
- Agile is praised for promoting adaptability and value creation over rules and rituals, emphasizing the importance of independent thinking and collaboration.
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