I'm apparently one of your predecessors, having spent the better part of two decades developing C using vi. I've worked using ad hoc process, Waterfall, bad "Agile" frameworks, and true iterative development. You've obviously never been exposed to either large Waterfall projects or competent iterative development. There's a reason Google and Amazon don't spend month in requirements gathering followed by months generating technical design documents to hand off to coders who then hand off to testers. By the time it delivers, and statistically not on time or at all, it's no longer relevant.
Yep, you are right to some extent. At some organizations where I've worked, agile was mostly a matter of parading and show off by the managers. They used to call us devs for a stand up scrum call but hardly anything happened in those except people standing up! Agile had also become a political tool in some projects for some team members to wage proxy wars with others.
On the other hand, the orgs I worked where waterfall was practiced, they did it diligently and honestly and never failed to disappoint the client. Maybe, that's a bias from where I'm looking at things.
It is. Place blame where it belongs, the people. Delivering with agility means you are delivering value constantly. If that's not happening, it doesn't matter how many stand-ups you have.
However, if you think that TDD, BDD, DDD, & CDD have no value, I would challenge you to study your craft. Even in a waterfall project, those should be happening.
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I'm apparently one of your predecessors, having spent the better part of two decades developing C using vi. I've worked using ad hoc process, Waterfall, bad "Agile" frameworks, and true iterative development. You've obviously never been exposed to either large Waterfall projects or competent iterative development. There's a reason Google and Amazon don't spend month in requirements gathering followed by months generating technical design documents to hand off to coders who then hand off to testers. By the time it delivers, and statistically not on time or at all, it's no longer relevant.
Yep, you are right to some extent. At some organizations where I've worked, agile was mostly a matter of parading and show off by the managers. They used to call us devs for a stand up scrum call but hardly anything happened in those except people standing up! Agile had also become a political tool in some projects for some team members to wage proxy wars with others.
On the other hand, the orgs I worked where waterfall was practiced, they did it diligently and honestly and never failed to disappoint the client. Maybe, that's a bias from where I'm looking at things.
It is. Place blame where it belongs, the people. Delivering with agility means you are delivering value constantly. If that's not happening, it doesn't matter how many stand-ups you have.
However, if you think that TDD, BDD, DDD, & CDD have no value, I would challenge you to study your craft. Even in a waterfall project, those should be happening.