I just came across a really interesting read on the Dr. Dobb’s site. In Ivar Jacobson and Bertrand Meyer’s article Â“Methods Need Theory,Â” the two consider the natural impulse for the creator of something to tout it as the latest and greatest. Drawing parallels to the fashion industry’s flash-in-the-pan fads, Jacobson and Meyer suggest that software, like fashion, is not immune to the crazes its most influential tastemakers promote.
Most agile methodologies were created to be used with small teams who are all located in the room. So what happens in agile environments where there are many teams, some of which are un-collocated, working on complex development projects? The answer is to employ an agile tool. However, agile tools have historically focused on communication and collaborationÂ—that is, they have been most effective at simply uniting team members who are geographically distributed, ensuring that everyone is apprised of task progress and other critical updates.
As Tech Republic's Rick Freedman tells it, every time he posts on an agile topic, the most common argument he hears against agile methods is against the concept of estimation. That is, without exhaustive requirements documentation, how does a development team know what to do or even where to begin? Freedman's right: This is, by far, one of the most prevalent knocks on agile.