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How does the choice of software engineering methodology impact the adaptability and responsiveness of a development team in the face of changing project requirements?

Mustafa Ozdeser

The choice of software engineering methodology directly impacts how effectively a development team can adapt to changing project requirements. Agile methodologies, such as Scrum or Kanban, enable quick adjustments and continuous collaboration, enhancing adaptability and responsiveness. Conversely, traditional methodologies like Waterfall may hinder the team's ability to respond promptly to evolving project needs, potentially causing delays or inefficiencies.

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    I have heard a lot of push back against Scrum recently, saying that it makes things worse for the engineers.

    1. It takes the concept of "agile" and dumps a load of process on top of it.  This keeps managers happy, and the engineers get fed up with the endless meetings.
    2. The "customer" is never actually the customer.  They don't want to tie up one of their staff in endless meetings with their suppliers.  So the "customer" is actually a manager.  And the manager already has a plan saying what tasks will be done when, because that's what managers do.
    3. The whole thing turns into an endless treadmill for the engineers.  At the beginning of the sprint, you're given a task and a limited time to complete it.  Fail to complete it on time, and management will notice.  Do well, and they will give you a bigger task next time.  It ends up a way to keep loading more work on the engineers, while telling them that they are being "agile".
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  • 0

    I have heard a lot of push back against Scrum recently, saying that it makes things worse for the engineers.

    1. It takes the concept of "agile" and dumps a load of process on top of it.  This keeps managers happy, and the engineers get fed up with the endless meetings.
    2. The "customer" is never actually the customer.  They don't want to tie up one of their staff in endless meetings with their suppliers.  So the "customer" is actually a manager.  And the manager already has a plan saying what tasks will be done when, because that's what managers do.
    3. The whole thing turns into an endless treadmill for the engineers.  At the beginning of the sprint, you're given a task and a limited time to complete it.  Fail to complete it on time, and management will notice.  Do well, and they will give you a bigger task next time.  It ends up a way to keep loading more work on the engineers, while telling them that they are being "agile".
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