I knew the end of Agile was coming when we started using hockey sticks.
Every morning, at precisely eight o'clock, the team of developers and architects would stand around a room paneled in white boards and would begin passing around a toy hockey stick. When you received the hockey stick, you were supposed to launch into the litany:
Agile started out as a radical concept. By breaking the product cycle into smaller, manageable units and working with small teams, software projects, in particular, could be accomplished more efficiently. That much still holds true.The Agile Manifesto, like most such screeds, started out as a really good idea. The core principle was simple - you didn't really need large groups of people working on software projects to get them done.
At the time that Agile emerged, the typical software project fell within the parameters of what Agile does well. Most were web based, where a web interface could be put up within a few days. They used databases as a way of storing state, and the web developer usually had unfettered access to that database. They were projects that took between four and six months to accomplish, and they were predominantly client facing .
Again, from the business perspective, this is a big win. Software projects are by nature kind of scary for managers - you are investing a large amount of money without much in the way of assurances that you'll see anything for that investment, so being able to see red, yellow and green colored boxes show up on a chart can be calming.
There is a fallacy in computer programming circles that all applications are ultimately decomposable - that is to say, you can break down complex applications into many more simple ones.
Realistically, this is not so much a fault with Agile as it is with its most common tools. Technically speaking, such a project diagram is a graph of information, not just a tree. You have dependencies in space, time, organization, abstraction and complexity, and estimating time to complexity is often the weakest link throughout these tools.
It is often manpower consulting organizations that are most gung-ho about Agile, despite the fact that their goal on any project is to maximum the number of developers and support staff employed on projects as possible. This is ironic, because what happens is that Agile is thus employed most heavily in operations where classical Waterfall methodology, with an emphasis on precise specifications and detailed pre-planning, would actually be preferential.
EDS projects are usually ongoing, requiring a mixture of automated data ingestion and active data curation, as opposed to time-boxed application development. This transition also points to what the future of Agile will end up being. In many respects we're leaving the application era of development - applications are thinner, mostly web-based, where connectivity to both data sets and composite enterprise data will be more important than complex client-based functionality.
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