There is a recurring theme used by PM’s converted to Agile when asked to explain why Agile is superior to the ‘dreaded’ traditional project management approach.
Not dissimilar to the airline passenger whose belief in the supernatural is strengthened by a single experience of being saved from the clutches of death – while being flown through a horrifying thunder-storm – such are the horror stories told by the new Agile evangelists and the implications these have had on their life views.
Their story, usually, includes the following predictable elements:
- I had a terrible experience while working in a project that was executed using the traditional waterfall approach
- As a customer no one consulted with me. IT has just gone out there and built the ‘thing’ withoug obtaining my input
- It did not meet my requirements
- It took too long to deliver
- Too much time was dedicated to writing up documents without noticing that the scope or requirements have already changed
- Yada yada yada…
- Look how wonderful the Agile Manifesto is.
- More yada yada yada…
Convincing someone to change from ‘traditional’ to ‘Agile’ based on a bad experience is like convincing someone to move a house because they’ve had a bad experience with a neighbour. Clearly not a convincing argument. The so-called ‘traditional’ approach has moved a long way since the 60′s and the 70′s and using arguments based on experiences related to a period whose practices are no longer considered main stream is foolish and misleading.
This post was ‘inspired’ by a recent blog post titled “Why you should use Agile for project management“.
Think about it!