Hi All,

It gets worse,

Here are links to a series of articles that claims (amongst other
things) that Agile just doesn't understand people:

http://www.claretyconsulting.com/it/comments/agile-enough-is-enough/2006-06-26/
http://www.claretyconsulting.com/it/comments/agile-fees-feeding-frenzy/2006-07-2\
7/
http://www.claretyconsulting.com/it/comments/agile-scrum-fails-to-get-to-grips-w\
ith-human-psychology/2006-08-17/


Worst still, the blogger has deleted my posts and banned me from posting
because chose to point out that the he as a commercial interest in
deriding Agile. He is using his blog to promote his PRINCE2 based
Project management Consultancy by deriding Agile!

I guess one way to look at it is if Agile is attracting FUD like this,
then it must be making an impact.

BTW since I've been barred from the site, it wouldn't bother me in the
slightest if others chose to let Mr Brady know what they think about his
negative PR campaign :^).

Paul.

Richard Lacher wrote:

> Our Agile implementation met up with significant resistance from
> senior management and competing development groups within the company.
> The concepts and terms did not go over well. So we changed strategies
> to address this by using empirical facts in the way of Lean Six Sigma
> Control Charts and shifting our terms to "customer focus', and
> ‘Leaning Out’ our processes. Management responded much better to us
> reporting that we are actively refining our processes so that we only
> perform work that the customer was willing to pay for or that the
> business required in order to stay viable. We made a conscious
> decision to no longer say or use terms such as xp or agile or
> self-managed to any group that did not first show sincere interest in
> our successes.
>
>
> */PaulOldfield1@.../* wrote:
>
> > A colleague forwarded this to me today. I don't think it's
> > been mentioned on this forum yet.
> There has been fairly extensive comment on this blog entry
> on various other forums.
> I'm sure other folk can comment on the negative aspects
> quite adequately without my help.
> One interesting observation I make is that the foundations
> of the agile community arose from a minority of organizations
> who had invested considerable effort to improve the way
> they did their work. This still happens, independent of the
> agile body of knowledge or otherwise. Of the few cases I
> have looked at where the organization has invested a lot
> in effective ways of improving the way they work, I see a
> pattern starting to emerge. They regard their hiring process
> as very important. Their ways of working are very agile.
> Their ways of working are highly tailored to their situation
> and unlike agile 'out of the box' approaches. They tend not
> to want to call themselves 'agile'.
> In my opinion, this is good news about them, more than bad
> news about us.
> Paul Oldfield
>
>
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