A technology innovation advisory board for the Department of Defense recently issued a guide to separating genuine agile practitioners from posers, according to Government CIO Media.
As agile has gained popularity, so has the tendency for companies to flaunt it as a selling point without actually following the methodology. Waterfall projects are prone to failure— but a fake agile project can really go awry. The Defense Innovation Board’s guide helps executives identify signs that agile practices are being followed, and red flags that indicate fakes.
From the article:
Among the guide’s red flags that the agile claim is not authentic is that users are kept out of the loop, DIB says. The software development team doesn’t spend time with actual users of the actual code (the program executive office or the commanding officer don’t count), nor are end users made a part of the development process; they should at least be part of release planning and user acceptance testing. Continuous feedback from users—as opposed to what can be gleaned from a quick meting at the beginning of the process—isn’t available.
Other signs of agile fakes: when meeting requirements take precedence over getting a usable product into the field as quickly as possible; and when the DevSecOps culture—which looks to bake-in security from the beginning—includes manual processes than can and should be automated.
Read the full article: Defense Innovation Board Issues Guide to ‘Detecting Agile BS’ | Government CIO Media