Phantom Agility

It is said that there is a shortage of agile developers in the United States right now, because since agile has been recognized as a mainstream development method, there is a strong desire of large development organizations to switch. But there is no such situation in China, and it seems that there are a large number of agile practitioners in China. It seems that just yesterday, before agile was embraced by everyone, there were many people who criticized agile, and more voices were trying to say "I'm not agile". However, the situation seems to have fundamentally changed overnight, and the same people are saying good things about agile today, trying to say "I'm actually agile and have always been agile". For these people, being agile or not is just a posture adjustment, a turn around, the rise of a slogan, and a gimmick.

Unfortunately, I have investigated several companies in the Internet industry. I can clearly say that the "agile" they are engaged in has nothing to do with the agile I am talking about, including Baidu and Tencent. They just use some nouns instead of others. That's it. On the other hand, from what I see in the current training market, a large number of so-called agile trainings actually teach some so-called agile knowledge, and then add some of the original cmm training courses. Most of the so-called agile consultants are either transferred from the original cmm consultants, or are newcomers who have just entered the industry. It can be said that the market has quickly entered a stage where everyone is grabbing food. This situation was only seen in China before cmm was abandoned. It can be said that Agile has entered a stage where it begins to rot on a large scale, a stage that will eventually be abandoned by the vast majority of people.

As I said in the previous blog, the key is to cultivate reliable developers. There is a reason why this key point has not been mentioned in the development history so far. Some people always hope that by using a certain method, the so-called labor cost can be reduced, and the development work can be completed by replacing people with insufficient ability. There are also some people who hope to artificially enhance people's capabilities through methods to replace the recruitment of new capable employees, and rely on the old employees to complete the work that was previously incapable of doing. So they try again and again, fail again and again, and then try again and again, and finally they will inevitably fail again and again.