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by bmj
2485 days ago
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I would argue that management often doesn't truly understand "Agile" beyond "software engineers should operate this way." In my organization, the engineers are willing to be disciplined with Agile practices, but product management has no interest in real planning that would achieve a manageable backlog across releases. Instead, they change release scope numerous times, and nearly every release cycle runs long because we never finish what we start--by the final iteration we are working on entirely different stories than what we groomed in iteration #1. To them, "agile" means "do what we want whenever we want it." |
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Isn't that quite well in accordance of Agile Manifesto's "Responding to change over following a plan"?
Sprints and backlogs and grooming, all those sound they're straight from the Scrum Book. And while I understand that for many Scrum == Agile, actually it's not.
Note that I'm not saying anything about what's the best way to do software. Only that "responding to change" sounds very much agile.