…the current process de jour does not — despite how many big companies subscribe to it — lead to the best, most innovative products. The actual answer is in prototypes and frequent demos. Those takes always seem to end up as some kind of scaffolding for a pissing contest, an attempt to denigrate someone else’s line of work.
“One thing that writing elegant software has in common with art: its crafters should remain cognizant of the overall macro vision of the project at the same time they are working on its smallest micro details. JIRA, alas, implicitly teaches everyone to ignore the larger vision while focusing on details. There is no whole. At best there is an “Epic” — but the whole point of an Epic is to be decomposed into smaller pieces to be worked on independently. JIRA encourages the disintegration of the macro vision.” “Worst of all, though, is the endless implicit pressure for tickets to be marked finished, to be passed on to the next phase. Tickets, in the JIRA mindset, are taken on, focused on until complete, and then passed on, never to be seen again. They have a one-way life cycle: specification; design; development; testing; release. Doesn’t that sound a little … um … waterfall-y? Isn’t agile development supposed to be fundamentally different from waterfall development, rather than simply replacing one big waterfall with a thousand little ones?” “In software, as in art, the micro work and the macro vision should always be informed by one another. Let JIRA map the micro work; but let good old-fashioned plain language describe the macro vision, and try to pay more attention to it.”
