Journal tags: agile

If you wanted to make a really crude approximation of project management, you could say there are two main styles: waterfall and agile.

It’s not as simple as that by any means. And the two aren’t really separate things; agile came about as a response to the failures of waterfall. But if we’re going to stick with crude approximations, here we go:

• In a waterfall process, you define everything up front and then execute.
• In an agile process, you start executing and then adjust based on what you learn.

So crude! Much approximation!

It only recently struck me that the agile approach is basically a cybernetic system.

Cybernetics is pretty much anything that involves feedback. If it’s got inputs and outputs that are connected in some way, it’s probably cybernetic. Politics. Finance. Your YouTube recommendations. Every video game you’ve ever played. You. Every living thing on the planet. That’s cybernetics.

Fun fact: early on in the history of cybernetics, a bunch of folks wanted to get together at an event to geek about this stuff. But they knew that if they used the word “cybernetics” to describe the event, Norbert Wiener would show up and completely dominate proceedings. So they invented a new alias for the same thing. They coined the term “artificial intelligence”, or AI for short.

Yes, ironically the term “AI” was invented in order to repel a Reply Guy. Now it’s Reply Guy catnip. In today’s AI world, everyone’s a Norbert Wiener.

The thing that has the Wieners really excited right now in the world of programming is the idea of agentic AI. In this set-up, you don’t do any of the actual coding. Instead you specify everything up front and then have a team of artificial agents execute your plan.

That’s right; it’s a return to waterfall. But that’s not as crazy as it sounds. Waterfall was wasteful because execution was expensive and time-consuming. Now that execution is relatively cheap (you pay a bit of money to line the pockets of the worst people in exchange for literal tokens), you can afford to throw some spaghetti at the wall and see if it sticks.

But you lose the learning. The idea of a cybernetic system like, say, agile development, is that you try something, learn from it, and adjust accordingly. You remember what worked. You remember what didn’t. That’s learning.

Outsourcing execution to machines makes a lot of sense.

I’m not so sure it makes sense to outsource learning.

I may have mentioned this before, but I’m a bit of a nerd for design principles. Have I shown you my equivalent of an interesting rock collection lately?

If you think about design principles for any period of time, it inevitably gets very meta very quickly. You start thinking about what makes for good design principles. In other words, you start wondering if there are design principles for design principles.

I’ve written before about how I think good design principles should encode some level of prioritisation. The classic example is the HTML design principle called the priority of consitituencies:

In case of conflict, consider users over authors over implementors over specifiers over theoretical purity.

It’s wonderfully practical!

I realised recently that there’s another set of design princples that put prioritisation front and centre—the Agile manifesto:

• Individuals and interactions over processes and tools
• Working software over comprehensive documentation
• Customer collaboration over contract negotiation
• Responding to change over following a plan

And there’s this excellent explanation which could just as well apply to the priorty of constituencies:

That is, while there is value in the items on the right, we value the items on the left more.

Yes! That’s the spirit!

Ironically, the Agile manifesto also contains a section called principles behind the Agile manifesto which are …less good (at least they’re less good as design principles—they’re fine as hypotheses to be tested).

Agile is far from perfect. See, for example, Miriam Posner’s piece Agile and the Long Crisis of Software. But where Agile isn’t fulfilling its promise, I’d say it’s not because of its four design principles. If anything, I think the problems arise from organisations attempting to implement Agile without truly internalising the four principles.

Oh, and that’s another thing I like about the Agile manifesto as a set of design principles—the list of prioritised principles is mercifully short. Just four lines.