I'm sorry, but this sort of comment makes me very angry.
a) I don't think it's true and b) whether or not it IS true doesn't
mean that it should be.
In order to do our real, day-to-day jobs for which we get paid, we
MUST understand more than just the technology. We need to be able to
bridge the gap between business and code and we (as a tribe of
programmers, maybe not as *every* individual) are going to be
interested in the process of producing a system. To my mind, the very
reason agile exists is because some programmers looked at the process
of things like waterfall and thought: that's not doing what it's
supposed to, it's not allowing for me to do my job as a programmer
efficiently, it's not allowing me to do what I do best (i.e. implement
technologies that actually help the business in some way), therefore
we shall come up with some ideas around what might meet that need.
Done well, agile can make our jobs as programmers more satisfying, and
also delivers more value/visibility to the business more
quickly/consistently (delete as appropriate)
Agile processes came about because we looked at a system that was
under-performing/flawed and tried to improve it. If that's not what
technologists are good at, I'm in the wrong job.
PS - I've already ranted about this:
On 29 June[masked]:26, alexander sharma <[address removed]> wrote:
> it seems to me that one needs to study agile methodologies in order to do it
> correctly. i think most developers are more interesting in learning about
> technology than processes.
> On Fri, Jun 29, 2012 at 11:34 AM, Matt Pearce <[address removed]>
>> Would like to pick up on Richard's comment: 'Agile lacks long-term
>> planning', on a new thread.
>> I'm interested in which ways can Agile practitioners keep long-term or
>> strategic goals in focus, while retaining the agility of being able to
>> change direction. What works, what doesn't?
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