alt Hacker News> […] when applied to small, excellent teams.
Isn't that the biggest issue here, though? I think all of us can agree on the four sentences you wrote, but this only works in a team of professionals with shared goals (and alignment on them!), each individually competent and motivated.
That is the case for a small founder team and maybe a while after that if you're lucky, but IME the more people join a company, the more the alignment and median expertise lessen. At some point, you need to introduce control mechanisms and additional communication tools to rake in the outliers.
I don't really have a better answer, though…
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That's it, "excellent teams" are a needle in a haystack; the mythical 10x developer, if you will.
But at one point you need not one team, but a hundred.
> this only works in a team of professionals with shared goals (and alignment on them!), each individually competent and motivated.
Counterpoint: I learned a variant of agile in exactly this type of environment, long before any of this was publicized. Which is another point: agile wasn't something new, certainly not at the time of the manifesto, which was a compromise document. But not even before the manifesto. XP, arguably the first agile methodology, very clearly and deliberately stated that this is nothing new, just a distillation of things that experience has shown to work well.
Anyway, at my next job I introduced agile (small-a-agile) to a team that was anything but skilled. In fact, that team was where the leftovers of that particular development organization had been shunted (public company, very difficult to get rid of people). When I arrived, the team was as non-functional as the software it was responsible for. Well...
We rocked.
And all the team member improved dramatically in skill during my tenure there. Including myself.
We did not do Agile. No scrum, no standups, no sprints, none of that BS. We were agile. We focused on the technical practices. Test first. Red-green-commit. To trunk, obviously. Because if it's green why on earth would you not? Do the simplest thing that could possibly work. We had a design for a database and then never found a need to put it in...so we didn't.
It took a while for the other parts of the org to adapt to this. The answer to the common question "well, when can you deploy?" was always "now". Well after a quick look that the tests were, in fact, green. So they stopped asking. The tests were rarely not green, and when it did happened there was usually a quick "Oops, I'm sorry" and they went green again a couple of minutes later. Our ops team got bored very quickly. Put jar on box. Start. Forget about it.
What made the experience scientifically interesting is that we had a control group: the main team, much larger, working on the "important" software with all the "good" engineers started with a new project about the same time we did.
They did Agile. Capital-A. Scrum, sprints, standups.
They did not deliver and in fact the project had to be completely reset about two years in. My team-lead (we were co-lead, I did mostly internal/technical, he external/managerial) then got to take over that team as I left for Apple.
TFA, incidentally, is just about as good summary of misunderstandings of agile as I've seen.
They are conditions to be met. It's not enough to proclaim them as "your process" and expect results.
When playing piano, the condition you are measured by is acoustic harmonies in the air, not finger movements. The only reasonable advice is either practice more or give up. If you are tone-deaf, it's not reasonable to expect you will learn to play the piano.
I've had good success in both high-skill teams (in one case, almost half the team's engineers ended up at Google at some point or other) and... teams that were still in the process of skilling up. I've found people generally want to do good things and have some room to grow even if they're not yet at your desired level; and when you have demotivated people around, the causes tend to be systemic. Which, thankfully, implies possibly fixable.