Agile’s Last Stand
It’s a little disturbing seeing the agile crowd at work. In a relatively short period of time, an energetic group with potentially something new to offer has quickly sunk into a oft-derided group of greedy consultant used car salesman types.
Pair programming, TDD, XP, little bits of paper, incremental releases, smug turdy devs, all experimented with and eventually discarded like a used tampon. Pair programming is inefficient and wasteful when compared to individuals who don’t slack off, the little cards more often than not end up with the wrong things scribbled on them.
Is it possible to fix all that? Sure, but agile isn’t the way to do it, because the practices it espouses do not lend themselves to easy adoption. It’s a high barrier that continues to punish, and never rewards its participants beyond that air of smugness and that perplexing ‘I just shoved a big dildo up all my orifices and its strangely alluring’ look.
The reason for this disillusionment isn’t that hard to find. As many have noted, it’s rooted in the feeling of incredible disappointment when you realise that no time has been saved, your love life has not improved, and your customers are no happier when you follow this crap.
Genuine techies don’t react well to religion, usually. The agile crowd has committed the cardinal sin of stepping over the pragmatism line into the realm of faith. We’re surrounded now by the debris and detritus of less than successful agile projects. Instead of questioning the agile practices that might have contributed to the failure, agilists will instead scream out that the flaw is in the implementation, not the principles. Whatever happened to the scientific method? Why are the principles now held to be sacrosanct?
It’s that sort of attitude that makes normal people think that agilists are, on the whole, a bunch of greedy fuckheaded navelgazers more intent on group teenmasturbation than concern for fellow man. The irony of their very name is becoming apparent to all; there’s nothing agile about their thought processes or acceptance of external input.
Just say no to agile. Say yes to sane practices that work for your particular need.
