Mary Poppendieck wrote:Hi Aayush,
I would say that if Agile implementations take away passion, then something is wrong. I observe that the idea of a Product Owner (from Scrum) can take away from the team the right to understand their ultimate customer and make wise trade-off decisions. If a team is simply doing what they are told based on a list of priorities organized by someone else, and team members have no visibility to the results of their work, then of course there will not be any passion. People will not bring their dedication and wisdom to work - they will leave it at home. To me, this is not lean and if it's agile, then it's not a form of agile that I'm in favor of.
As far as documentation and retaining learning is concerned, a good lean development environment is focused on learning - learning before acting, learning through feedback, and retaining knowledge. That's a fundamental principle of lean development - and if practices diminish the learning or ability to retain the learning, then something is wrong. The idea is not to abandon all early thinking and planning, the idea is to avoid premature decisions before the best knowledge is acquired. That's the principle. If practices in fact diminish learning, then they are not supporting a healthy lean environment.
I worry about moving from an environment in which too much front-end decision-making discourages future learning, to an environment in which there is no front end learning. Both are wrong. There is a happy medium, and wise leaders will help development teams find the balance.