Agile makes no sense without lots of practice doing this stuff in real world settings and seeing it work, without lots of documentation and planning. The author believes that, Agile is focused on long-term viability and also sustainability. Its processes promote sustainable development. The developers, and users should be able to maintain a constant pace continuously. The positive outcomes are long-term and one might experience discomfort and dissonance.
There is too much void in terms of the shared understanding and a dash cognitive dissonance. Productions issues in different products might be recursive despite it being successful. This can only be described by example different domains; engineers can’t afford the technologies which is a winning product strategy. Bucket load of cognitive biases and intuition impacts like the high resource utilization the queues, the difference between manufacturing and knowledge work.
Finally, the challenge of org-agility. The agility on the team level is quickly realize by astute observers is but one part the puzzle. Even when agile on the team level is making sense you still need the other side to make sense. Skeptics suggest that agile does not scale well. In truth, it’s more that software development does not scale easily especially if a shift in organizational mindset hasn’t taken place or if there a lack of discipline. Agile is as good as anything at scaling to multiple teams, projects, programs, and portfolios. Focus on business goals not the little things.
As a Dev team, we should understand truth is that agile teams are only successful when they thrive on automation and are very disciplined. The best agile teams display much more discipline than most other teams, especially in the areas of planning, unit testing, test driven development, continuous integration, and test automation.