3r33333. 3r3-31. Flexibility - no doubt a good thing, and in Agile manifest. it makes sense. Compared with the fragile practice called “waterfall”, Agile is noticeably better. However, in practice, flexible approaches often cause deep harm, and in reality the Agile /Waterfall dichotomy is hardly appropriate. 3r3304.  3r33333. 3r3304.  3r33333. I saw how many Agile options, called Scrum, really kill the company. By “kill,” I do not mean “deterioration of culture”, but rather when company shares fall by almost 90% in two years. 3r3304.  3r33333. 3r3304.  3r33333. 3r3302. What is Agile? 3r3303. 3r3304.  3r33333. Agile grew out of the web consulting environment, where it brought some benefits: when working with fastidious clients who don't know what they want, you usually have to choose from two options. Or overwhelm the customer: set expectations, pay for rework and maintain equality, not subordination. Or accept incorrect client behavior (as, say, many designers have to do) and orient the workflow around client dysfunction. 3r3304.  3r33333. "Scientific management" (which was far from scientific and did not work). Again, these processes sometimes work to achieve well-defined goals in emergency situations, but a permanent Scrum is a disaster. 3r3304.  3r33333. 3r3304.  3r33333. If I get rid of the problems of Agile and Scrum, then I will not have such a strong problem with the concepts. If a company has a team of only junior developers and needs to quickly release functions, it should consider using these methods for a short time, with a plan for moving away from them as people grow and time frames become less rigid. But if Scrum is filed for what it is - a set of emergency measures that cannot be used to continually improve performance - then there will be far fewer “buyers” for it, and the Agile consulting industry will cease to exist. Only through dishonest advertising of these methods (the famous “show-time”, packaged as constant corrections), they become available for sale to the corporate world on a large scale. 3r3304.  3r33333. 3r3304.  3r33333. 3r3302. The future of 3r3303. 3r3304.  3r33333. This culture of the subordinate position of the young, low autonomy and aggressive management, it is time to leave. These are not just bad ideas. There is a more serious danger here, because a generation of software engineers has grown up who absorb them, not knowing anything better. There are too many young programmers who are doomed to be mediocre because they are convinced that business-oriented development and “user stories” have always worked this way. This should be prevented: the future of our industry depends on it. Agile, at least, and such a perverted implementation, like everything I saw, is complete nonsense, which has nothing to do with programming and, of course, has nothing to do with computer science. Overall, business-oriented development is a dead end. She should be thrown back into the dirt from which she came out. 3r33333. 3r33333. 3r33333. 3r33333.
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