<story><title>Commitment vs. Forecast: A Subtle But Important Change to Scrum (2011)</title><url>https://www.scrum.org/resources/commitment-vs-forecast-subtle-important-change-scrum</url></story><parent_chain><item><author>jryan49</author><text>I still think it ironic that when looking at the actual Agile manifesto at &lt;a href=&quot;http:&amp;#x2F;&amp;#x2F;agilemanifesto.org&amp;#x2F;&quot; rel=&quot;nofollow&quot;&gt;http:&amp;#x2F;&amp;#x2F;agilemanifesto.org&amp;#x2F;&lt;/a&gt; (which is short and uncomplicated), that the first line is &amp;quot;Individuals and interactions over processes and tools&amp;quot; and these days practicing agile, at least in a big-house corporate environment feels like anything but.</text></item></parent_chain><comment><author>jt2190</author><text>The Agile Manifesto suffers from &amp;quot;the curse of knowledge&amp;quot;: The signatories are all very experienced, and deeply understand all of the differences between projects and people and when to be flexible and when to be rigid, and they know that it&amp;#x27;s important to &lt;i&gt;not&lt;/i&gt; specify a method for &lt;i&gt;every&lt;/i&gt; situation. But there are many, many people entering the software industry who don&amp;#x27;t have their years of experience, and who need very clear, basic instructions as a starting point, and hence Scrum steps in to fill the gap. What&amp;#x27;s unfortunate is that scrum isn&amp;#x27;t a program for developing software managers from rigid, by-the-book managers into experienced, &lt;i&gt;agile&lt;/i&gt; managers: Instead it encourages newbie practices for everyone, forever.</text></comment>
<story><title>Commitment vs. Forecast: A Subtle But Important Change to Scrum (2011)</title><url>https://www.scrum.org/resources/commitment-vs-forecast-subtle-important-change-scrum</url></story><parent_chain><item><author>jryan49</author><text>I still think it ironic that when looking at the actual Agile manifesto at &lt;a href=&quot;http:&amp;#x2F;&amp;#x2F;agilemanifesto.org&amp;#x2F;&quot; rel=&quot;nofollow&quot;&gt;http:&amp;#x2F;&amp;#x2F;agilemanifesto.org&amp;#x2F;&lt;/a&gt; (which is short and uncomplicated), that the first line is &amp;quot;Individuals and interactions over processes and tools&amp;quot; and these days practicing agile, at least in a big-house corporate environment feels like anything but.</text></item></parent_chain><comment><author>weego</author><text>I worked at a large consultancy in the UK where the platform team were &amp;#x27;agile&amp;#x27; in that they had 2 week sprints, but those 2 week sprint goals were fixed for months ahead. If you needed a small API addition or specific bug fix in one of your apps (elearning courses) to launch a product on the platform and you hadn&amp;#x27;t foreseen this 2 months+ in advance then you were out of luck (unless you had leverage on one of the platform team higher ups of course).&lt;p&gt;That was my first introduction to uppercase A for Agile.&lt;p&gt;Ultimately the wider business never changes in terms of it wants predictable delivery and deadline forecasts, but internally they have to then wedge some version of lowercase a for agile into that because the benefits day to day are there so you have this clunky enterprise friendly version that poorly tries to get best of both.</text></comment>