Agile programming (was Re: [P|C] Banksel)
Nate Duehr email (remove spam text)
On Jan 31, 2009, at 12:46 AM, Vitaliy wrote:
> Did you catch this -- "Customer collaboration over contract
As a non-programmer, but someone who's been involved in business
purchase decisions, this seems to be Agile's achilles heel.
Customers want to know what they're entitled to before they pay. If
they start paying a company that's "Agile" to "collaborate" and the
collaboration slows down or becomes bogged down in some set of
details, what recourse do they have? In the more traditional RFP/
Requirements/Then Build environment, if the software doesn't meet the
requirements, they have legal recourse to sue.
If you've convinced them that they can just "collaborate" with your
team, and then say -- decide you want to downsize the team
(effectively making delivery dates stretch out longer), what can they
do about it if they've been paying and collaborating all along.
Agile seems to be idealistic about software relationships between
companies being a "forever" thing. That only works (in business) in
giant companies that are never going to restructure and have plenty of
customers buying "products" from the Agile team.
Additionally, how do you handle it when one customer wants to
completely change what the software does or how to interact with it,
and the majority of customers want it another way? Agile never
addresses that. They assume "all customers are equal". We all know
they're not. Change this example to "your largest customer who brings
in 25% of your revenue" and it starts to become very difficult to
smash Agile development up against the cold reality of customer wants/
desires, doesn't it?
Maybe someone on an Agile team that has lots of customers can
explain. Do you just end up having to sales-pitch the smaller
customers into liking what the largest "collaborators" want?
In reply to: <7080603C73284B6D91F315CF621FBE9A@ws11>
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