Agile/software engineering practices broadly suffer a lot from the fact that not only is selling software a business model, selling Agile is also a business model, and when you buy Agile consulting it's impossible to disentangle whether it's being sold to you because it works or because it makes that person money. They don't even know because it's their job and they convinced themselves of its usefulness.
It can still be evaluated on the merits but IMO this greatly pollutes the speed at which software devs as a broadly conceived community can come to consensus understanding of this.
Also I think the comparison to lean manufacturing has always been very shallow. I get the metaphor, I just don't think that human resources in engineering can be optimized like manufacturing processes. This quote is the best part of the article:
> "You’d never hear anyone say, 'We help mechanical engineers be agile. That would be silly. And I mean that in the worst possible sense of the word".
As for the rest of it, I'm not dying to hear what the person who invented Agile thinks we should do next lol.
It can still be evaluated on the merits but IMO this greatly pollutes the speed at which software devs as a broadly conceived community can come to consensus understanding of this.
Also I think the comparison to lean manufacturing has always been very shallow. I get the metaphor, I just don't think that human resources in engineering can be optimized like manufacturing processes. This quote is the best part of the article:
> "You’d never hear anyone say, 'We help mechanical engineers be agile. That would be silly. And I mean that in the worst possible sense of the word".
As for the rest of it, I'm not dying to hear what the person who invented Agile thinks we should do next lol.