Way back when I was a developer, my professors taught me structured design and design by contract. Those were supposed to be the silver bullets for programming. You see, if you specified things enough, and structured things enough, everything would all work out.
I thought I was the only idiot that structure and specification didn't work for. Why did I have to iterate and increment?
At my first job, we had design reviews and code reviews. I learned a lot. I worked on a government contract, and the government mandated those reviews. They were useful, and they were supposed to be a silver bullet. Because we implemented features (yes, back in the '70s, we implemented features), the reviews were helpful in the small.
But, I worked on a program. There is just so much design by contract can do for a program. I was in Boston. I had questions for my counterpart in New Mexico. I was not allowed to talk to that person. (To this day, I don't know who that person was. That person was part of another subcontractor.) I had to send my questions up through the project management layers to the program team and down the other side. My questions never did get answered. I left that company before I knew if my code worked with the entire system.
I transitioned into project management, program management and people management. I have seen my share of fads, bullets, and fixes for the software departments.
As a director in the early '90's I got sent to TQM school (Total Quality Management). My company thought it would change the way we managed, and revolutionize our organization. It would be our “silver bullet.” I'm pretty sure those were somebody's words. They weren't mine.
I got a certificate for my five days of intensive training (powerpoint and calculations). I might still have it somewhere.
I became excellent at calculating many costs: the cost of quality, the cost of not doing things right, the cost of technical debt, even what we might consider the cost of delay. I dutifully explained these costs to my senior management. Was I able to persuade my company of the cost of not doing the right thing, even though I was a middle manager, a program manager, and had been TQM'd?
No. My management was too concerned that doing things “right” would prevent us from making money. I had data—yes, data—that proved them wrong. But their belief systems overcame my data.
Later, after I started my consulting business, many of my clients fell into the ISO 9000 and the CMM/CMMI quick fix/silver bullet traps. The ISO joke made the rounds: “You could specify a cement life jacket with ISO, as long as you define the right process for creating it.” Well, no. But the jokes still persisted. (Many people find value in ISO. Some do not.)
And, with the CMM/CMMI? Oh, my clients had binders full of documentation, but they weren't releasing software. They hired me on the side, because their silver bullet of CMM/CMMI process wasn't working. Somehow, my approaches of timeboxes and increments, and iterations, and thinking about their projects was. (Many people find value in using CMM/CMMI. Some do not.)
We have no silver bullets in software.
We have difficult problems to solve. We must think about our approaches, each and every time. We must consider our context. That why I wrote Manage It! Your Guide to Modern, Pragmatic Project Management. Because every single project is unique. That's why I'm writing Agile and Lean Program Management: Collaborating Across the Organization. That book is a principle-based approach to program management, to scaling agile past one or two teams. Not a one-size fits all approach to program management.
And, because we have no silver bullets in software, and because we have no quick fixes, my management myth this month is We Need a Quick Fix or a Silver Bullet.
It's very tempting to think that transitioning to agile might be a quick fix or a silver bullet. Transitioning to agile or lean might help you. It won't be quick.
Any transition is a change. Change takes time. Change is learning. Developing software is learning. You can help yourself learn faster with some approaches: make value obvious instead of tasks, get feedback often, visualize your work, etc. For many of you starting your agile journey, these are cultural changes.
The more you challenge the culture, the longer the change takes because people need to learn what to do and how to work. Cultural change is not a silver bullet. It is certainly not a quick fix.