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War Is Peace, Freedom Is Slavery, Ignorance Is Strength, Scrum Is Agile (Allen Holub)
Explore the misconceptions of the Agile industrial complex and the importance of learning, autonomy, and whole-system thinking to achieve genuine agility in software development, highlighting the limitations of Scrum and the need for servant-leadership.
- Agile is not about a set of fixed rules, but about learning and changing in response to new information.
- The Agile industrial complex, including certificate issuers and consultants, is based on flawed notions and is not truly agile.
- Rigidity and agility are mutually exclusive, and processes that work in one place may not transfer to another.
- Change is necessary for agility, and processes should be designed to facilitate learning, experimentation, and adaptation.
- Autonomy is key to agility, and vertical slicing is a way to achieve it.
- Management must change its role to be servant-leaders, and the organization must be structured to facilitate learning and collaboration.
- Scrum is not a panacea and may not work in all organizations.
- Emphasis on metrics and certification is misguided and may hinder true agility.
- Whole system thinking is necessary for agility, and focusing on parts of the system is insufficient.
- Development teams should be self-organized and empowered to make decisions about their own work.
- Cost and profit are not the only drivers of success, and delivering value to customers is more important.
- The myths of the 10x programmer and the Agile industrial complex must be debunked for true agility to emerge.