Comments on: The Real Reasons Behind the Methodology Wars http://www.jessefewell.com/2009/12/31/the-real-reasons-behind-the-methodology-wars/ Moving Beyond Management Mon, 16 Aug 2010 03:34:02 +0000 hourly 1 http://wordpress.org/?v=3.0.1 By: Jesse Fewell http://www.jessefewell.com/2009/12/31/the-real-reasons-behind-the-methodology-wars/comment-page-1/#comment-232 Jesse Fewell Tue, 02 Feb 2010 02:20:39 +0000 http://www.jessefewell.com/?p=402#comment-232 Derek, I enjoyed reading your insights. I've worked on Federal projects before, and can attest that sometimes you are contractually required to be waterfall. However, if you choose to embody agile values and principles, you may not need the methods. For example, your requirements vendor could finish their work with a clickable prototype. Your QA vendor could mandate automated unit tests and code coverage as a sign-off requirement. Cottmeyer's article is a great place to think through what value means to different people, because in the end, the Agile movement is about having candid conversations about what is valuable to you as a professional, and why. Thanks for the comment. I'm enjoying your own blog/twitter stuff as well. Derek, I enjoyed reading your insights. I’ve worked on Federal projects before, and can attest that sometimes you are contractually required to be waterfall. However, if you choose to embody agile values and principles, you may not need the methods. For example, your requirements vendor could finish their work with a clickable prototype. Your QA vendor could mandate automated unit tests and code coverage as a sign-off requirement. Cottmeyer’s article is a great place to think through what value means to different people, because in the end, the Agile movement is about having candid conversations about what is valuable to you as a professional, and why.

Thanks for the comment. I’m enjoying your own blog/twitter stuff as well.

]]> By: Derek Huether http://www.jessefewell.com/2009/12/31/the-real-reasons-behind-the-methodology-wars/comment-page-1/#comment-231 Derek Huether Tue, 02 Feb 2010 01:00:29 +0000 http://www.jessefewell.com/?p=402#comment-231 Jesse, I see the methodology flame war on a daily basis. Being I'm embedded with a FedGov team, I see a HUGE about of compliant process and wasted opportunity. Vendors appear less concerned about delivering value and more about winning the next contract. The government appears more concerned about the vendor following rigid process and calculating earned value, compared to process refinement and delivering REAL value. Very few, on either side, stop and ask what makes sense. A paradox exists where a vendor may want to use Kanban or Scrum but can not because a contract, written several years ago, mandates a painful and arduous process be followed. To make themselves feel better about it, I've heard people supporting the contract (on both sides) dismiss the leaner approaches. The more cross-methodology supporters there are, the more value customers are going to see in the future. For every project within the program I see, I ask what approach will deliver the greatest value. I refuse to stand on a soapbox and tell everyone Waterfall, Agile, Kanban... is the only correct way to do things. I do believe in defined process. I also believe PMBoK and lean development can work together. Usually, the disdain for a new approach stems from upper management. But, you have to question their motivations. We assume we all desire the delivery of value. That's not necessarily true. Some are more motivated at protecting the status quo or their position in the program. I proposed this idea to Mike Cottmeyer on his website when the question was posed. Why is Agile so Hard to Sell? It's a great read and I recommend it to everyone. http://www.leadingagile.com/2009/12/why-is-agile-so-hard-to-sell.html Best Regards, Derek http://twitter.com/derekhuether Jesse, I see the methodology flame war on a daily basis. Being I’m embedded with a FedGov team, I see a HUGE about of compliant process and wasted opportunity. Vendors appear less concerned about delivering value and more about winning the next contract. The government appears more concerned about the vendor following rigid process and calculating earned value, compared to process refinement and delivering REAL value.

Very few, on either side, stop and ask what makes sense. A paradox exists where a vendor may want to use Kanban or Scrum but can not because a contract, written several years ago, mandates a painful and arduous process be followed. To make themselves feel better about it, I’ve heard people supporting the contract (on both sides) dismiss the leaner approaches.

The more cross-methodology supporters there are, the more value customers are going to see in the future. For every project within the program I see, I ask what approach will deliver the greatest value. I refuse to stand on a soapbox and tell everyone Waterfall, Agile, Kanban… is the only correct way to do things. I do believe in defined process. I also believe PMBoK and lean development can work together.

Usually, the disdain for a new approach stems from upper management. But, you have to question their motivations. We assume we all desire the delivery of value. That’s not necessarily true. Some are more motivated at protecting the status quo or their position in the program. I proposed this idea to Mike Cottmeyer on his website when the question was posed. Why is Agile so Hard to Sell? It’s a great read and I recommend it to everyone.
http://www.leadingagile.com/2009/12/why-is-agile-so-hard-to-sell.html

Best Regards,
Derek
http://twitter.com/derekhuether

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