I can see you’re frustrated by the downvotes and pushback you’ve received. It’s understandable to feel defensive when your viewpoint isn’t well-received. I appreciate you sharing your perspective, even if it goes against the majority opinion here.

Thanks for the kind words. FWIW I'm doing fine, this feels like a worthy fight. I know a bad appeal to authority when I see one.

Interestingly, one could argue that NASA may have used agile-like practices in the space shuttle program, even if they weren’t labeled as such at the time. However, I did a quick search and couldn’t find much concrete evidence to support this idea. It’s an intriguing area that might merit further research.

There's somebody else in the thread talking about the Apollo missions and Agile. Uhh, here, because I don't know if federated comment links are supported yet. There's no source for that already provided, though.

What do you see as the pros and cons of different methodologies? Your insights could add a lot to this discussion.

Honestly no. Sorry to undercut you a bit, but I'm not going to be the Dunning-Kruger guy. I know that I don't know project management.

[–] snek_boi@lemmy.ml 2 points 4 months ago

I appreciate your candor about not wanting to speak on topics outside your expertise. That's commendable. I wonder if we can still talk with the understanding that we may not know it all. I truly believe curiosity is able to sidestep many of the problems related with ignorance.

You're right to be cautious about appeals to authority. My intention wasn't to suggest NASA's use of Agile validates it universally, but rather to counter the OP comic's implication that Agile is inherently incapable of achieving significant goals like space exploration.

Regarding Agile-like practices in earlier NASA projects, you're correct that concrete evidence is limited. However, we can analyze their approaches through the lens of Agile principles. Scrum, for instance, aims to foster characteristics found in high-performing teams: clear goals, information saturation, rapid feedback loops, adaptability to changing requirements, and effective collaboration. These elements aren't exclusive to Scrum or even to modern Agile methodologies. The key is recognizing that effective project management often naturally gravitates towards these principles, whether formally adopting Agile or not.

It's an interesting area for further research: have complex engineering projects historically incorporated elements we now associate with Agile? If so, how?

Your skepticism is valuable in pushing for a more nuanced understanding of project management across different domains.