If complexity is going to be happen anyway, we have to allow those
patterns to emerge from the interaction of people on projects, and from
the interaction of those projects themselves. We're guilty, as a
community, of signing up to "individuals and interactions over processes
and tools", then mandating processes to control the interactions, while
supporting the processes - and not the interactions - with tools. In
future, the practices we teach will be those which enable
interactions, rather than controlling them. We've seen this already with
the rise of metaprocesses like Kanban. Models for understanding
complexity, and particularly the complexity of people, are also being
taught in Agile conferences worldwide - Systems Thinking, Complexity
Thinking, psychology and sociology.
These are also the kind of practices we need to change behaviour at
higher levels in the organisation; to make the impact of anti-patterns
apparent. We haven't seen as much change as we prophesied at the
beginning. Maybe over the next ten years, we'll see a different
manifesto emerge - one which starts, "We are uncovering better ways of
enabling change by doing it and helping others do it."
About the author:
Liz Keogh is an experienced Lean and Agile coach,
trainer, blogger and well-known international speaker. Coming from a
strong technical background, her work covers a wide variety of topics,
from software development and architecture to psychology and systems
thinking. She is best known for her involvement in the BDD community,
and was awarded the Gordon Pask award in 2010 for deepening existing
ideas in the space and "coming up with some pretty crazy ones of her
own".
Read full article at:
http://www.infoq.com/articles/agile-prophecy-failure
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