Agile strikes me as … the same thing as everything else: Good until it’s mis-applied, usually by taking it to an extreme…
Much like how Object Oriented Programming gets flak from some, Agile has many ways to abuse the concept. That does NOT make it a bad idea over all, it just means it’s not a magic silver bullet.
Hint: There are no silver bullets. Let alone magic silver bullets.
One of the bullet points of agile as I understand it is “do less documentation”. My previous boss was big on agile, and we were already barely documenting anything, so…
That was my assumption, too. He also liked to seize on the idea that every sprint must produce something useable… Which I take to mean “give your client something to poke at and test, not a diagram” and he took to mean “every sprint must produce something useful to the client, that they can immediately put into production”.
I mean, where else is a customer going to poke at a new feature but production? Can save even more time by doing all the testing there! Such a wise manager …
Well that part can be totally fine. It is absolutely in no way what so ever an indication of something fishy if they’re giving the data and procedure they computed the number with.
Statistics can and often do produce specific numbers. Who knew!?
Agile strikes me as … the same thing as everything else: Good until it’s mis-applied, usually by taking it to an extreme…
Much like how Object Oriented Programming gets flak from some, Agile has many ways to abuse the concept. That does NOT make it a bad idea over all, it just means it’s not a magic silver bullet.
Hint: There are no silver bullets. Let alone magic silver bullets.
One of the bullet points of agile as I understand it is “do less documentation”. My previous boss was big on agile, and we were already barely documenting anything, so…
Yea… That’s definitely one of the dumber points of Agile. Only wise if you’re writjng too much as is.
That was my assumption, too. He also liked to seize on the idea that every sprint must produce something useable… Which I take to mean “give your client something to poke at and test, not a diagram” and he took to mean “every sprint must produce something useful to the client, that they can immediately put into production”.
I mean, where else is a customer going to poke at a new feature but production? Can save even more time by doing all the testing there! Such a wise manager …
yep and 268% is a oddly specific number
Well that part can be totally fine. It is absolutely in no way what so ever an indication of something fishy if they’re giving the data and procedure they computed the number with.
Statistics can and often do produce specific numbers. Who knew!?