This post is from leadingagile.com by Mike Cottmeyer.
What I find incredibly interesting is why defining value is so hard. Agile proponents have been beating the value drum since the very beginning. Put the customer in the room… understand their needs… build what ever they want… deliver software in small increments… get constant feedback… converge on the optimal solution… deliver value early and often. Agile is all about delivering value. Why wouldn’t a management team embrace a set of methodologies so focused on giving them what they need the most?
Here is my take…
Agile is (in large part) a reaction to misapplied waterfall development and naive application of project management principles in ways that are inconsistent with how software actually gets built. It was is a reaction to dehumanizing, process and artifact driven management approaches… processes that assumed with enough procedures, we could somehow commoditize the practice of software engineering. We wanted to take the uncertainty out of a craft that is really a blend of engineering and art. Our desire was to make everything predictable and repeatable
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