An internal debate on agility

This article is an internal email discussion. When I was writing a scheme at night, I suddenly wanted to change my mind, so I flipped it out and reorganized it and put it in the garden, I hope this brick will attract more Liang Yu.

Recently, in the project implementation process, some project managers have some emotions about the performance appraisal system. They believe that performance appraisal should not be performed if there is hard work, or that the project manager is not responsible for project collection. I don't know how many project managers in a company are sensitive to costs. I just think that a good project manager should first have a good, open, and grateful attitude. Okay, I can't talk about it. Let's put it in the text.

 

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To be precise, scrum is just a branch of agility. Agility is a kind of product. If you accept all the items as per your order, you may not be satisfied as described in this article. However, I believe that the power and initiative of people are infinite. The traditional software engineering theory fundamentally violates human nature and pays too much attention to the process and ignores the goal. Splitting a project's goals into numerous processes and details is undeniable that they can be used in the production environment of the pipeline, however, in the process of innovative, active, learning, and united software development, too much will destroy the brilliance of human nature.

I will elaborate on the content in this article based on my personal one-sided understanding for your reference only.

 

Reason 1: The cornerstone of scrum is trust in people. But real people cannot believe it.

Original article: create a safe environment so that everyone can learn from each other and speak out to each other. However, this cannot be done. There are many people in this world who don't care about this, and politics and competition are everywhere. There is no small matter in the office. You are at your heart with others. You believe in them, eventually hurt yourself. Do you really think there is space for you to make mistakes and take risks? Don't be naive! You, too young, too simple, sometimes naive!

Answer 1: The cornerstone of scrum is to be accurate not to believe in people, but to believe that people generally have the motivation to achieve themselves. This motivation conforms to the theory of Maslow's human needs model. I believe that people who join the software industry are universally applicable to achieving wealth, reputation, and even the purpose of continuing the value of life. If you believe that a principle that can be used directly and directly applies to any environment on the earth, I can only express my regret. If you do not know how to use it flexibly, it is not a theoretical issue. You can only say that your experience is too small, reading too many books does not mean that you can actually use these theories.

 

Reason 2: Scrum believes that only a sufficient number of free employees can do the best.

Original article :. What is the theory based on? Impossible. People are lazy in nature, so they will not do well. They will only pay for the workload and may not be able to get the corresponding reward, most people are in a mixed life. Especially in comparison with managers, who do not want to become managers or team leaders as soon as possible, because they can simply stop working and earn more. In addition, if you give them freedom, you will find that they will only do things they are interested in, either chatting on QQ, playing games, reading books, or doing things right away. They didn't make any moves until you pushed them.

Answer 2: scrum never considered it best to give employees enough freedom. On the contrary, scrum requires the team to continuously verify their results within a short period of time (one week, by dividing them into short-term targets one by one, we can continuously reduce the distance between the overall targets. In this process, scrum requires the team leaders to have enough coaching skills to give full play to the initiative of each employee, rather than blindly requiring formal processes and sound management. If you are interested, you can search for "NLP coach technology", which is the theoretical source of the coaching position in scrum.

 

Reason 3: For the above reasons, we still need to place a PM on the scrum team for management so that there will be output.

Original article: PM allocates everything to the team, manages all the details, and sends you progress reports every day.

Answer 3: This is a disguised change of scrum in China. I don't think there is anything wrong with this change. Isn't it the most important task to require communication in scrum. In the general absence of qualified Project Team Coaches in China, it is no longer normal to add a PM to communicate and coordinate the interests of all parties. As for whether PM needs to handle details, it is based on the enterprise management system and personal work habits and has nothing to do with scrum.

 

Reason 4: Scrum is just a process.

Original article: there are too many processes in the world, especially those that operate CMMs. Almost all of the companies that are playing the cmme process can see that the employees are the tough faces. So the scrum process is the same. Because none of these are developed by the development team, but you do not like to give them to you. Scrum cannot improve the quality and technology of your software. It can only be a good talent! The companies that use scrum are all moles. They don't want to make a lot of money to recruit excellent people. They are trying to use something like scrum to make the current cheap labor more productive, scrum has become the most useful tool for pushing programmers.

Answer 4: This argument is a bit strange. Since scrum is not good, why does it mean that other companies do not follow regular scrum. Scrum never proposed to be composed of excellent employees. It only requires that two people in the same matching group have similar levels.

 

Reason 5: Scrum delivers 'business value '.

Original article: this is not the case. In fact, scrum is impossible. There are many reasons for this. The people who really know the business cannot join the project team at all. Those who are willing to work overtime with the hard-pressed technical staff by TMD. Those who like to eat, drink, and drink with our users will not deal with your strange things (such as backlog) or the pile of uugly introverted and eccentric technical staff, let alone any technology. Therefore, your team is as exhausted as a customer service team or fire-fighting team.

Answer 5: If no customer is involved in the project team, it is true that traditional scrum is at a loss. However, any theory applies only to a specific environment or environment. How to use it flexibly is a matter for the coach. The customer understands the business and the coach understands the customer and the team members. This is enough.

 

Reason 6: An agile team should make continuous progress. Don't be naive. Human Nature does not like change.

Original article: This is why scrum always asks what is doing well, what needs to be improved, and define action plans. Do you really think employees want to improve? They have to think about how they and their teams are improving, and then they have to execute action plans. Don't be naive. Human Nature does not like change. Human nature is used to something just like a department. It may be annoying to do that, but people can still do something. If you force people to change, they will naturally resist the oppression of others.

Answer 6: I can only say that no one likes to change. It may be true, but no one likes progress and no one wants to change. Is it a proposition? Personal progress is self-driven, and it is generally difficult for the outside world to change a person. In an industry where knowledge is widely used as a means of earning a living, people who refuse to grow cannot survive. I am afraid the person who wrote this article did not seriously think about the basic logic.

 

Reason 7: The product owner focuses on the issues of 'why' and 'why'. the development team decides 'why '.

Original article: a good division of labor, so we can create a high-speed team with high quality. However, this does not work at all. Your product owner immediately wants this function, regardless of the technical difficulties of your software development. As long as people want it fast, they want you to meet deadline and make a commitment to our important customers. In addition, you should never assume that you can use this primary product owner, because his background reports directly to senior management. As a programmer, you may be a small employee in a small department, or an outsourcing company. Do you think it is possible? Do you think building trust is possible?

Answer 7: Traditional engineer thinking. The foundation of building trust is to provide value. If technology has no benefits, it is useless iron. Even if the technology that brings benefits is simple, it will become invaluable. If you can deeply understand the customer's business, there are various implementation methods, as long as you can provide value, how can customers manage the specific technology you use. What's more, the duration of scrum evaluation is a bottom-up comprehensive evaluation, which is not determined by the master or product owner.

 

Reason 8: Software quality is directly proportional to productivity.

Software Quality is directly proportional to productivity. That is to say, the higher the quality, the higher the productivity. If the quality is not high, your development efficiency will be low, but who cares? We went to work nine to five days later, and the quality was improved by eight hours, while the quality was poor by eight hours. In addition, our project manager (or scrum master !) It always criticizes us for failing to fulfill the plan. Therefore, this is impossible.

Answer 8: Common Sense error.

 

Reason 9: "Yes. If we only use the required functions, we will have the lowest cost, right ?"

Why are there always childish people in this world? How is this possible. Many projects of many banks or insurance companies have been negotiated for a price (there may be kickbacks) before you start the project. In order to make a list, you can do everything you want to sell, it is because you are a low-cost labor force and they will constantly add demand because there is no need for a software contract when talking about the price, after you do it, you still need to be vague, uncertain, or simply make a mistake. Then there are more and more demands and more changes. When you are exhausted, you realize that sales have sold you long ago.

Answer 9, here is precisely the idea that the sooner scrum is used to present the results to the customer, the sooner the problem is discovered. A good prototype is better than a 10 thousand-page requirement analysis statement.