Agile processes are different because they put people at the center of the software development process. As such Agile processes recognize that most (all?) issues in software development are really human issues, because software development is a human activity. True, the end result we seek is some software that runs on a computer, but for the most part any technical issues on a project are minimal compared to the human issues.
Personally I like Agile processes because they make it harder for people to hide behind technology or paperwork. After all it is very hard to say “The requirements dictate that ...” when you are collaborating with the customer to understand what they really need. Similarly it is hard to blame the technology when you have the power to switch to something that works.
My take on Agile processes is that they work to the extent that they make it impossible for people to hide. This key feature is also the reason why Agile processes generate a very wide range of reactions amongst developers and the business community. People in organizations that value results over process and procedure tend to feel comfortable with Agile processes, but in other organizations using an Agile process can make people feel too exposed. Agile processes deal with measurable binary milestones that make it really obvious whether a team delivered on the plan or failed to deliver on their plan, and this can be very stressful.
My position on the human issues in Agile processes is that Agile processes will succeed to the extent that they make allowances for the wide range of reactions that people have for working in a situation where they can be held accountable for their actions. To date my experience has been that few developers are really comfortable with the idea that they are personally accountable for what they deliver and for the success of the team as a whole. This last part is the real issue for many, being held accountable for the results of the team just doesn’t feel fair.
By raising this topic I want to start a conversation about how Agile processes define success for an individual in a team such that individuals can see the big picture about how they contribute (and fail to contribute) affects the rest of the people in the team. Maybe we need to start hiring managers for their facilitation skills rather than for their project planning and tracking skills.
Pete McBreen
McBreen.Consulting
133 West Terrace Point
Cochrane, Alberta T4C 1S1
Canada
Tel: +1-403-870-4941
email: petemcbreen@acm.org
http://www.mcbreen.ab.ca/