wood burning stoves 2.0*
The moose likes Agile and Other Processes and the fly likes Declared agility and lack of real agility Big Moose Saloon
  Search | Java FAQ | Recent Topics | Flagged Topics | Hot Topics | Zero Replies
Register / Login


JavaRanch » Java Forums » Engineering » Agile and Other Processes
Bookmark "Declared agility and lack of real agility" Watch "Declared agility and lack of real agility" New topic
Author

Declared agility and lack of real agility

Vidmantas Maskoliunas
Greenhorn

Joined: Nov 16, 2009
Posts: 22
Hello, Colleagues,

The situation:
a company declares its best sentiments for agility, quick and collaborative work and drums that scrum is widely used (in our team it is, or at least some practices of Scrum like sprint planning, daily meetings and sprint backlogs).
Now a manager suddenly asks to start monitoring deliveries to all levels of environments (development/test/verification/integration/acceptance/production). Each delivery action have to be described in a spreadsheet with all related information (date/component/what's new/dislocation of code in SCM etc). There are days full of delivering to the development server, so in my opinion that clearly contradicts the spirit of agility (assume that making a new journal entry takes 10-15 minutes). A good SCM is used properly, so people put their comments about changes together with code check-ins.

What do you think about that? Is it reasonable to extensively maintain changes in all environments or, let's say, acceptance/production is enough?

What is your experience here?

Thank you for all ideas.


SCJP 6.0, willing to find Java job in NZ/AU and move there - LinkedIn profile - Java blog
David Newton
Author
Rancher

Joined: Sep 29, 2008
Posts: 12617

Just because a company says they believe in agile doesn't mean than every little process will be agile, and it *is* important to know what's on what machine. If you've had good source control discipline then use it somehow to create those reports automatically.
Ilja Preuss
author
Sheriff

Joined: Jul 11, 2001
Posts: 14112
Vidmantas Maskoliunas wrote:(in our team it is, or at least some practices of Scrum like sprint planning, daily meetings and sprint backlogs).


Those are nice practices, and still using them doesn't mean you are doing Scrum.

At the heart of Scrum, there are three principles:

* deliver tested, running software at least every month
* ask the team
* inspect and adapt

(This is how Alistair Cockburn teaches it. I can highly recommend his course.)


Now a manager suddenly asks to start monitoring deliveries to all levels of environments (development/test/verification/integration/acceptance/production). Each delivery action have to be described in a spreadsheet with all related information (date/component/what's new/dislocation of code in SCM etc). There are days full of delivering to the development server, so in my opinion that clearly contradicts the spirit of agility (assume that making a new journal entry takes 10-15 minutes). A good SCM is used properly, so people put their comments about changes together with code check-ins.

What do you think about that?


If your company were really doing Scrum, that manager would have come to the teams, explained what value for the business he is looking for (that is, why does he want you to do that), and then asked you to come up with a solution.

Is it reasonable to extensively maintain changes in all environments or, let's say, acceptance/production is enough?


Whether that's a reasonable thing to do depends on what the problem is it's supposed to solve. What is the problem?


The soul is dyed the color of its thoughts. Think only on those things that are in line with your principles and can bear the light of day. The content of your character is your choice. Day by day, what you do is who you become. Your integrity is your destiny - it is the light that guides your way. - Heraclitus
 
GeeCON Prague 2014
 
subject: Declared agility and lack of real agility