One challenge we’re facing is that some high level executives are now concerned over how the project is progressing and want regular updates–they are used to Microsoft Project GANTT charts, excel charts with deadlines and stop lighting (e.g. yellow light, we’re behind schedule but it’s not critical).

How do we map our agile process into the traditional project plans used by upper management for their corporate planning?

At the Deep Agile seminar he and I did, Jeff Sutherland told of being asked for a GANTT chart or such. He asked the execs in question how accurate those charts were. They replied that they were never accurate. He declined to do them.

— Ron Jeffries

I pulled that quote from a Ron Jeffries sig file. It’s a great Zen-like nugget that sums up the typical approach to software development, i.e., it’s an unpredictable business, so we’ll do lots of upfront planning . . . ignoring the fact that the inherent unpredictability makes dependable upfront planning impossible.

Replacing an on-site customer with some use cases is about as effective as replacing a hug from your Mom with a friendly note.

As a rule of thumb, I’d guess that 90 percent of what a team knows would be lost if they tried to write it down, and that 90 percent of what they wrote down would be lost when some other team tried to read it. But then, I’m an optimist.