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In a
recent Dilbert comic strip, Pointy Haired Boss (PHB) tells Dilbert and Wally
they will start using agile programming. He explains:
"[Agile programming] means no more
planning and no more documentation. Just start writing code and complaining."
All of us
who have made the transition from waterfall, RUP, or other gated process to
agile can chuckle at this definition. As few as five years back, agile was often
seen as a ‘license to hack' rather than a disciplined approach to software
development. We've come a long way, but some perceptions persist. One implicit
assumption made by Dilbert's PHB is that ‘going agile' is all about
programming. He couldn't be more wrong. Moving to agile has effects that ripple
through the entire organization, from sales to IT Operations. Some of these
effects can be managed through good training. Some are more political than
technical in nature, and will require, dare we say it, the delicate hand of your PHB.
In a
recent Dilbert comic strip, Pointy Haired Boss (PHB) tells Dilbert and Wally
they will start using agile programming. He explains:
"[Agile programming] means no more
planning and no more documentation. Just start writing code and complaining."
All of us
who have made the transition from waterfall, RUP, or other gated process to
agile can chuckle at this definition. As few as five years back, agile was often
seen as a ‘license to hack' rather than a disciplined approach to software
development. We've come a long way, but some perceptions persist. One implicit
assumption made by Dilbert's PHB is that ‘going agile' is all about
programming. He couldn't be more wrong. Moving to agile has effects that ripple
through the entire organization, from sales to IT Operations. Some of these
effects can be managed through good training. Some are more political than
technical in nature, and will require, dare we say it, the delicate hand of your PHB.
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