Software Is NOT Like Building a House

The agile process starts with an element of upfront thinking, design, and planning. No (successful) software team jumps right into writing code on day one. For example, at TXI, we always begin our new projects with a Project Inception, allowing us the opportunity to brainstorm with our clients while building a shared understanding of the project requirements and product vision. This upfront planning is a vital first step, but as the Agile Manifesto reminds us, embracing change is more valuable than simply (or blindly) following a plan.

With that common vision and initial plan in place, we start developing the product iteratively, exposing progress, risks, and working software as we go. In this way, clients get to visualize progress NOT as a drafted spec document, but as actual functioning software that demonstrates real business value.

Through a constant feedback loop the customer can alter the direction of the project to align with their changing priorities and business needs. This level of control and quick response to user feedback allow for more rapid development and significant reduction in waste in the development process.

This does not mean that the agile process doesn’t encourage specs or documentation. Indeed, that level of detail still plays an important part in the process. But spending time in a heavy upfront specification stage will not lead to success for any client in software.

Now over ten years old, the Agile Manifesto is still relevant. And unlike building a house, a software project values:

• Working software over comprehensive documentation

• Responding to change over following a plan

• Customer Satisfaction: The top priority is to continuously satisfy the customer by delivering valuable software early and often.

• Embrace Change: Agile welcomes changing requirements, recognizing that they can provide a competitive advantage for the customer.

• Frequent Deliveries: Working software is delivered frequently, with a preference for shorter timescales, ensuring that progress is visible and usable.

• Collaboration: Business people and developers collaborate daily throughout the project to ensure alignment and responsiveness.

• Motivated Teams: Agile builds projects around motivated individuals, providing them with the necessary support and trust to excel.

• Face-to-Face Communication: Face-to-face conversations are valued as the most efficient way to convey information within development teams.

• Working Software as Progress: The primary measure of progress is the delivery of working software, emphasizing functionality over documentation.

• Sustainable Development: Agile promotes sustainable development, enabling teams to maintain a consistent pace indefinitely.

• Technical Excellence: Continuous attention to technical excellence and good design is crucial for agility and long-term success.

• Simplicity: Simplicity is valued, aiming to maximize productivity by avoiding unnecessary work.

• Self-Organizing Teams: Self-organizing teams are trusted to determine the best architectures, requirements, and designs.

• Regular Reflection and Improvement: At regular intervals, teams reflect on their performance and adjust their behavior to become more effective.

The Agile Manifesto serves as a vital resource for software development teams, providing them with a flexible framework to steer their project management processes and uphold Agile best practices. This foundational document also elucidates the core values of Agile project management, empowering teams to prioritize their activities and align their goals. For instance, software developers can place customer satisfaction at the forefront, guiding all project plans accordingly.

Nevertheless, caution should be exercised regarding what is commonly referred to as the "Agile Industrial Complex." This term pertains to individuals and organizations that impose standardized Agile practices on teams, rather than allowing them the autonomy to determine what suits their needs best. Recognizing that there is no one-size-fits-all approach to project management, and attempting to impose an ill-fitting methodology will not yield the desired outcomes. Martin Fowler, one of the founders of the Agile Manifesto, emphasizes that "even Agile proponents wouldn't claim that Agile is universally the best solution."

The “building a house” metaphor is inaccurate at best and damaging at worst. People who go into a custom software experience expecting this behavior are just setting themselves up for life in a money pit. And no one wants to live in a house like that.