![]() Waterfall software development resembles the traditional manufacturing process, with discrete time periods for planning, designing, and building. In the pre-agile age, before 2001, teams mostly developed software using the waterfall method. On reimagining planning as a dynamic and generative process. Here, the very characteristics that have made agile an effective process-rapid development, constant iteration, fast feedback loops-begin to lose their potency. We released a fabulous feature but just couldn’t let it go, gilding the lily when we could have been working on more satisfying or meaningful projects. I’ve seen this happen on multiple teams I’ve belonged to. Because they’re no longer working on large parts of the application, teams can easily fall into an almost mindless cycle of adding small, less significant features. Projects become less dynamic and impactful and more about finessing-think adding new buttons to an existing website rather than building the site’s entire frontend and backend. ![]() As software moves toward this mature state, continuously sprinting and adding features can start to feel like inconsequential busywork. ![]() Even within high-growth companies, some systems are already mature and feature-complete. Not every company has projects or applications that are unstable and in their infancy. For startups, this process is practically a given, since it’s essential to stay nimble while scrambling to build software and find product-market fit.īut agile methods fail to fully account for software maturity. It accounts for the ever-changing nature of our work and includes built-in meetings or ceremonies to facilitate constant feedback and reorientation. The sprint cycle allows teams to react to feedback from users swiftly and adjust the product accordingly. Like the name suggests, agile also emphasizes speed. Agile facilitates these shifts by emphasizing incremental changes and allocating time to address previously unrealized unknowns. Throughout, the software becomes more complex, augmenting the size and scope of the product. Each two- to three-week sprint involves shipping something new and moving toward the end goal, the ideal state. As teams progress through this process, they generate momentum. This approach emphasizes the power and potential in software built incrementally over time, providing value to the user at each interval. Next, you’ll build a bike, then a motorcycle, and finally a car. Sell that skateboard to customers, then build a scooter. If you want to build a car, they declare, start by building a skateboard. For the author, going remote led to reflections on the similarities between codebases and sourdough starter.īooks on agile software development tend to make use of an automotive analogy.
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