There’s a hidden cost in the software development industry that often gets left behind by any kind of productivity metric that processes like Agile try to quantify. In fact, unless you do rigorous Agile in the sense of proper planning poker between the senior and junior developers and striving hard to have a facilitator on-board to ground the discussions and communication towards finding the balance of complexity a feature or user-story has, it will be probably impossible to pinpoint this hidden cost.
Now we all know that nobody does Agile rigorously. In fact many have “adopted” Agile to their business which basically means there’s a faux-Agile in the interest of business only hidden as a form of corrupt and evil project management. In such an environment, this hidden cost that grows can only thrive and flourish.Continue reading →