چابکی و پیرمردها

داشتم مطلبی از وبلاگ جناب آقای مهندس واحد را درباره مدیریت پروژه چابک می‌خواندم که در بخش یادداشتهایش، نوشته‌های رد و بدل شده ایشان با یکی از خوانندگان را دیدم:
«اکثر چابک کارها جوان هستند، چون از یکسو بحث چابکی بحث نسبتا جدیدی است و اکثر ما پیرمردها در دانشگاه آن را نخوانده‌ایم، اما جوانتر ها حداقل از دروس مهندسی نرم افزارشان گذارشان به این متدولوژی‌ها می‌افتد و از سوی دیگر چابکی شور و شوق و انرژی جوانی می‌خواهد که من ندارم، اما شما را می‌دانم که دارید! »
یاد نوشته آقای جیمز کاپلین در کتاب Lean Architecture for Agile Software Development افتادم که خواندنش خالی از لطف نیست. اگر با سوابق آقای کاپلین آشنا نیستید، ابتدا اینجا را مطالعه کنید.
این مطلب را با این هدف آورده‌ام که خنده بر لبان آقای مهندس نقش بندد و هم اینکه تصوری که از متدهای چابک وجود دارد، تغییر کند.

As we distilled our experience into the beginnings of this book, both of us started to feel a bit uncomfortable and even a little guilty about being old folks in an industry we had always seen fueled by the energy of the young, the new, and the restless. As people from the patterns, Lean and object communities started interacting more with the new Agile community, however, we found that we were in good company. Agile might be the first major software movement that has come about as a broad-based mature set of disciplines.
Nonetheless, as Agile rolled out into the industry the ties back to experience were often lost. That Scrum strived to remain agnostic with respect to software didn’t help, so crucial software practices necessary to Scrum’s success were too easily forgotten. In this book we go back to the fundamental notions that are often lost in modern interpretation or in the practice of XP or Scrum. These include system and software architecture, requirements dependency management, foundations for usability, documentation, and others.

Quote:
Being Agile doesn’t necessarily mean discarding everything you know. And it certainly doesn’t mean blind adherence to a set of tools and techniques approved by the agile police.
Being Agile means holding to a set of values and principles that ultimately come down to customer, value, feedback, quality, transparency and sustainability.
Being Agile means questioning, experimenting, inspecting and adapting, and using what works.
Isaac Montgomery