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Thread: Positive experiences with software development
www.piclist.com/techref/index.htm?key=positive+experiences
face picon face BY : email (remove spam text)(Olin Lathrop)



Gerhard Fiedler wrote:
> I tried to convey this in my previous messages... Be flexible, look at
> every aspect of the situation, get to know the people involved (this
> includes you!) and their strengths and weaknesses, how they work and
> what they need, like and dislike, and /adapt/. No matter whether a
> technique is "Agile" or not... if it works in a given situation, it's
> the way to go. There is a place for pre-defined requirements, ad-hoc
> coding, Gantt charts, early prototypes, months of planning,
> programming in couples, groups, and alone in your home, writing heaps
> of good documentation, quick iterations... it really depends on the
> specific situation. Don't be afraid to use a technique just because
> Turble Bigshot wrote that it can't work :)

Exactly!

I'm really tired of hearing one set of guildlines that have been used all
along suddenly given a fancy name and treated like gospel to the exclusion
of common sense tradeoffs.  As usual, the only hard and fast rule is that
there are no hard and fast rules.

A good example is Vitaliy's description of little up front planning with
many quick turn iterations that each show some results.  That can work for
some types of software, like GUIs where the end result is more important
than the structure.  Some personality styles work better when they can see
some results early on.  This also can be useful to show progress to many
customers.

However, it can likewise be a disaster.  This depends both on the nature of
the project and the people implementing it.  I've seen a number of projects
where lack of carefully planned architecture created a unmaintainable mess.
I personally am more of a architect and feel uncomfortable in the
slap-it-together-quickly environments.  That's not to say those types of
environments can't yield successes given the right projects, but that you
need different people for each and you have to know when each is
appropriate.

Good managers tailer the environment and rules to the project and the people
and a number of other harder to define parameters.  Hard rules, especially
collections of them with cutesy marketing labels, are the first refuge of
the incompetent.


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