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What we can do to "fix it" is to delete the whole friken idea. Oh and how come we still have scrum masters when "master" is a banned word now a days? Oh yes I get it "scrum master" as in there is a master and all the coders are slaves. And what about "scrum"? Scrum is getting down and dirty in Rugby where necks get broken. And what about "sprint", that's what runners do, one cannot be sprinting all the time. I did not dedicate a life to a career in software for all this sport nonsense.

So basically, your complaint isn't that agile doesn't work but that nobody really does agile.

Good video, sadly I could not get over the "in a quicker amount of time" - thankfully it was towards the end at 11:02

Customers don’t want to pay much and they expect you to get it right the first time because you are an expert. It’s the customers that aren‘t agile and being agile within your company doesn‘t solve any problem. The challange you are facing is delivering what was ordered in the most efficient way with as few interactions with the customers as possible. Then when they see what they ordered sell them as many change requests as possible. Agile is not going to help here.

Story points were removed a decade ago.

Scrum is what happened. It got into the Enterprise. It is now just waterfall with extra steps.

The problem with Agile is it abandoned the manifesto and just turned into another corporate tool that serves executives instead of serving customers and people who build software.

every Agile description I see equates SW devel to building a house out of bricks. Software is not bricks and systems aren't houses!

Consultants and certifications have destroyed programming and there is nothing you can do about that.

Agile in most companies turns out to be “Fragile” or “Watersprints”, in the last five companies I’ve worked with, two companies successfully implemented something that looked and felt like agile. And one of them that implemented it well at the team level still had a company level hang-up with excessive meetings.

Young me: I can't wait to code. Old me: No, we're going to spend most of our time talking about the patterns of code.

So, what you are actually saying is "pseudo" agile has destroyed programming!

The real problem about agile is that the lower requirements to the documentation often makes leaders/management believe that there's no need for a specification of requirements either. Without a SoR, you end up in a situation where QA cannot verify if a product is ready for production. That also encourages scope drift where the customer or manager tries to get "free" features by coming up with ideas along the way.

I am a product designer and manager We did metrics on Waterfall, hybrid and Agile. Agile delivered the same solutions faster. The best teams I have worked with are the ones with a good ratio for Product/Design/Dev front and back. From design, as long as we understand the problem we are resolving for the different user personas using the tool... Design is relatively cheap to iterate. We like to involve engineering since inception. Create user stories with them, that way we can validate technical viability from the idea stage. Then we can quickly validate the hypothesis with users and have a North Star solution as a result of user research. We continue exploring the problem as we wireframe or create fast variations of a design from a design system bounce them with the users and narrow down the uncertainty. From a product perspective we have to contrast cost, effort and value delivery (MVP vs MLP). Technology is involved in this process to keep the team in check from a technical perspective and to understand the ratio effort/value. Once we have a solution validated by the users and dev, within the design process product makes the decision on the effort to deliver x value. Create the epics user stories and send it to dev. Design must be involved in the delivery and release of the product to make sure the user and the quality of the dev matches what was designed. Release measure Quali-Quanti and iterate to reduce problems toward the ideal metrics and objectives that business and users expect. Then it is amatter of maintenance and iterating the product as business moves. The expectation is to have a prototype in the wild from 3-6-9 months. Everyone in the team talks constantly to each other in this process and shares knowledge. We got rid of most of the Agile Ceremonies fat, and favored production time. This is the exception to the rule, but it yield the best results in my career. IMHO the biggest problems with Agile are the lack of patience from Product and business, teams fragmented on an operational level. Meaning Engineering is a team separate from design and product in an organization

I would want a script that gives me numbers which have not come out.

I am currently working as program director on software delivery, and I came across a few of these videos about problems with Agile A thought or observation comes to mind is that the Agile methodology is simple in concept, and I think because of that, we have the tendency to think that anyone can be a scrum master, anyone means people that are not domain specific, and I have seen 20 something scrum masters that have not had any hands on application development experience It is possible that a non domain specific manager that has no experience with the actual work would be over reliant on ceremonies to "in their mind" keep things straight, and instead of asking "what are the issue and how we can solve them" because they may not be able to understand the issues, the questions becomes "are you done yet" and what do you want to write down in Jira and rigidly apply all the ceremonies Fun fact: Simple example is after listening to a standup one day, the scrum master called me up and asked me what is "JCL", and another time another question from another scrum master is what is "code merge", I can appreciate that a standup is not the place for the scrum master to be educated, but I can also imagine that the scrum master would be tuned out, or experience brain freeze when these topics come up, and revert back to processes

What about other roles

However, Story Pointing? Ugh. disavowed by its creator...

I wonder how AI Multi Agents will change the world of software development.. Nvidia wants to change how software is developed..

Comment: Don't cut the video so aggressively. Silence every now and then is desirable so the viewer can reflect on what you just said.

I think Daily is required on Remote jobs, because it is a way for the team to interact and know what each other is doing. If it is kept short and POs don't get pissed if someone could not attend, then its fine.

There is nothing wrong with agile. Title your video correctly. Scrum and safe suck so title your video as such. There is nothing wrong with agility.

I find it very interesting that I'm seeing a huge backlash recently against Agile that has coincided with the unending waves of layoffs. It almost seems as a rebuttal: "Engineers do produce a lot of value, the problem is agile". And I have to wonder: Is the problem agile or the stakeholders? Like you said, the core tenets of agile still hold up, but it's now used as an excuse for bureaucracy, bogus metrics and a tool for micromanaging. Could it be that some businesses don't know how to create value, so they blame the methodology? There's nothing really "special" about agile. Is there anything special about the companies that are using it and failing?

They like working 10-12 hr days

You're not complaining about agile, you're complaining about businesses. Everything you're saying is a skill issue in the C-suite. The business people need some skill too. If they don't get agile, then no one gets agile.

Imagine working 50 ✨MANDATORY✨ hours per week! Resigned two weeks ago and never looking back. No way that hell will continue to be my story.

Here is a basic misunderstanding about Agile at least here im Forum. Agile is NOT scrum. Scrum is not Agile. Scrum was invented to pretend to be Agile, but instead Scrum is a means of control and to improve the "performance" of developers by using peer pressure. Agile does nothing of that sort.

Pretty much my experience as an on-again, off-again hardware engineering manager. What frustrated me the most was the top-down push against promoting high-performers (corporate said we had to control costs), which caused good talent to mostly leave the company (fewer transferred to another org) and get replaced by people who had to be grown. The revolving-door kept us from becoming a high-performance team. Spending a few more $ on retaining good talent is a much wiser investment than dealing with the cost of delayed product shipment (revenue). The other peeve I had was that being a giant company, tools and methods were forced upon us. This is fine if the tools and methods are efficient, logical, and easy to understand, debug, and maintain. But they were the opposite, and much of the time was spent debugging problems by guessing, rather than true analytical problem solving. All-the-while, management was never satisfied with progress because there was no provision-for or tolerance-of unexpected technical problems. As I frequently said, "we're making CPUs, not Twinkies". If you recall, Twinkies were mass-produced for decades, and their production was highly predictable because all conceivable problems had already been encountered and solved; not the case for a new CPU. I retired last year, and I've never been happier in recent history. Much of my spare time is spent doing things I like: writing code, designing hardware, and solving technical problems. Strictly a hobby.

exactly the same thing here in the company i work

Maybe, just maybe, developers need to consider the other side of the table and stop feeling sorry for themselves. The usual dialogue between bosses and developers goes something like this: • “We want strict requirements so we know what to build!” Here you go, here is a comprehensive set of requirements detailing exactly how the software should work. • “We can’t work according to Waterfall because software changes too frequently!” Ok, here you go, work Agile! • “We don’t like frameworks and meaningless stand-ups!” Ok, then have no stand-ups. Happy? • “No, we need the customer in the same room telling us exactly what to build. Right now, we’re just pushing software that gets rejected.” Ok, I’ve taken the time and even paid for the customer to sit with you daily. Happy? • “We don’t like being micromanaged. We need a product owner to shield us from this guy. Can you be the filter?” This is how it goes. Replace “developer” with “bricklayer,” and you get a sense of how pampered this group is. But I recognize the argument: if only that pesky manager would go away, we could get some work done; if only accounting stopped bothering us about the budget; if, if, if. To me, these are all excuses for laziness. If you have a problem, offer a solution and fix it. No sane manager would reject something that results in a better product. The problem is that developers usually complain, and their excuse for not solving the problem is, “Oh, I’m not in charge,” as they immediately point to the manager, whom they claim they could do just fine without.

As an Agile coach, I agree with you wholeheartedly. Agile isn't anymore. It was better 10 years ago, and it is a mess these days, and getting worse all the time. I actually find scrum as it was in the late 2000s was often pretty effective, but it is no longer developer focused.

Time to go back to the drawing board. If the powerball is anything like the national lottery ,you want to include the powerball in the main selection ,as the power ball number sometines gets drawn as a main number. You're better off making a pool of numbers and keep playing the same set of 30 nunbers ,sooner or later 5 or 6 numbers will hit. Richard lustig set the rule never change your numbers, until you match the jackpot or second prize. You have to be patient with the lottery.

How can you mock in a way that won’t break when you change internal implementation?

Why we are at it, can we drop estimations and story points entirely? You can't have clear estimations without clear requirements. It's all shackles for the devs and leeway for management. This is a fool's bargain.

The problem with the clean code mantra is that is ends creating many layers of unnecessary abstraction that in fact obscure intention. When you get a bug or change to implement- you have to carefully read through many layers to understand what is going to be affected and what isn’t and you still might get it wrong. That’s really fail - to avoid this crap you should be thinking one layer of abstraction is enough- if I’m doing more than why? Remember somethings are naturally tightly coupled to each other and the smart thing is to recognise this and use it to simplify your code

is it me or is the advert algorithm in CZcams getting worse? I started the video and had 3 of them at the start and then they disrupt the video....too much

Great vlog 👍🏾

I bet had he tried out assembly language code he would have got it 100x faster perhaps. Coding/programming is a science and art both. The science part is objective and you can reason about. Its the art part that is subjective and you can get it wrong. I have benefitted a lot from clean code, its just that you need to know which one to follow and to what extent and sometimes you have to be pragmatic and violate something since these are guidelines and nothing is carved in stone. A good code/architecture is all about *ilities that it addresses for a given solution. Wikipedia lists about 80+ ilities I guess. Not all of them are applicable to all solutions. Pick what matters to your solution and ignore others.

Story pointing doesn't allow you to talk about complexity in a non-biased way. It just gives the illusion of objectivity

I've been EM by 7 months! And I felt the same, mainly for the work balance part. I lost my personal life, I get so tired, that I usually been thinking about my team and their deliverables on the weekend. 😢

Story pointing is a huge waste of time

As a new software developer, I feel completely demotivated while working with Agile. Everyone except me loves that methodology, but I feel unproductive.

Holy moly, whew. Damn I been wasting my time with hardware stuff. Need to learn to code. I would love to work for them. Heck even if I have to start at the lowest level. Thanks for sharing.

I hate the story points system. Makes the whole thing feel like a stupid game I don't want to play

I work as a programmer at AWS and the company culture sucks. I wish I had a manager like you, not a micromanager as***

It's a waste of time; don't watch it. You'll discover it's a prank when you get to the end of the video. He doesn't provide you with any useful information. I like his strategy of creating an entertaining product + getting a lot of viewers = getting paid by CZcams.

Why is the title not about Scrum or SAFE instead of Agile when the Agile manifesto does not mention those things ?

I mean, shouldn't the title be 'Bad Agile' and not just 'Agile'? Almost everything you describe in your fix section is something that should be taking place in a healthy Agile organization. You are throwing the baby out with the bath water. Scrum typically gets the bad wrap because its too prescribed but Scrum is meant to be a stepping stone for new orgs getting into Agile. There are much more efficient and loser frameworks like Kanban that I personally have guided my org into. Our planning sessions take 15 minutes, we do not care about velocity or story points (Kanban provides me with lagging and leading indicators I can use to tell when something can be done), our reviews include stakeholders and demos. I see these videos a lot and almost everyone of them is describing Agile that is being utilized poorly.

I like to check out things you never Know when something will click in your Mind !!!!

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