The success or failure of an Agile methodology in delivering projects is largely due to how it's been used in context. The organisational culture must lends itself to the agile framework in practise and not in words. There are various agile techniques of course and amongst them I am more familiar with Scrum; which works well most of time especially when it is DONE properly.
First, there is absolutely NO role for a project manager in Scrum and the scrum team velocity determines the level ( if you like quantity) of deliverables within a sprint and not a project manager that may not have written a line of code in his career. Besides, an hour stand up meeting is not just acceptable. 15 minutes that's it, any other discussion should be addressed in a discussion with the Scrum Master at another time. I do this over coffee. Also, when you start assigning time to coding task, you are already doing scrum wrongly.
On 29 June[masked]:54, Burkhard Kloss <[address removed]>
Sturgeon's law applies to software development.
On Fri,[masked] at 05:34 -0400, Richard Gomes wrote:
> Most don't
This message was sent by Burkhard Kloss ([address removed]) from LJC - London Java Community.
> On 29/06/12 10:15, Martijn Verburg wrote:
> > Not if you're doing it right ;-)
> > On 29 June[masked]:54, Richard Gomes<[address removed]> wrote:
> >> Agile lacks long term planning.
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