agile manifesto

The Agile Manifesto values “responding to change over following a plan.” But modern Agile practices like fixed-length sprints end up locking teams into mini-waterfalls, hurting responsiveness. Sprints were meant to create cadence and focus for teams. But over time they have morphed into rigid commitments that cannot be changed, even if circumstances or information changes. Teams stick to their sprint plan even when it no longer makes sense. This false consistency hurts responsiveness in several ways: [Read More]

The Agile Manifesto clearly valued “individuals and interactions over processes and tools.” But modern Agile practice has completely inverted this value, becoming obsessed with tools like JIRA over actual human interactions and outcomes. Requirements are filed as tickets, productivity is measured in tickets closed, and worth as an employee is judged by your JIRA velocity. Instead of gauging real output and teamwork, managers simply look at metrics from tools. This tool obsession flies against the original spirit of Agile and harms organizations in multiple ways: [Read More]