The Sharpest Tools in the Shed


Agile developers find index cards, sticky notes can be as valuable as expensive tool suites in maintaining flexibility


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October 1, 2006 —  (Page 1 of 7)
Google the words “agile tools” and you’ll scroll through nary a non-IT-related hit. From open-source options to start-ups and consultancies to longstanding ISVs rebranding themselves as agile, the software tool market has assiduously noted the power of agility in the eyes of its consumers.

But here’s a test: Which company outside the software industry has enjoyed increased demand due to agility, without even trying?

If you guessed 3M, you’re right. The maker of sticky notes—interestingly, the company agile consultant Mary Poppendieck modeled her vision of lean software development on—provides many of the paper-based tools agile developers rely on most. Now 3M has come out with sticky, sortable index cards that just may be the next big thing in agility.

A few brains, some cards and a whiteboard—is that really all agile teams need to get by? Conversely, are IT shops in safety-critical or audited industries slowed by their dependence on requirements traceability? Just as agility implies evolutionary product development, agile tool use, it appears, evolves from simple adaptations to complex systems.

U.S. LEADS ‘LEAN’ EFFORT
There’s no small irony in the fact that a movement that began with an emphasis on using IT to improve responsiveness to swiftly changing manufacturing demands should be associated with certain Luddite tendencies among software developers. In the early 1990s, U.S. government efforts to improve on-demand military provisioning and global industrial competitiveness pushed a wide array of companies into creating open standards for manufacturing, allowing parts designed in one locale to be created elsewhere rapidly and efficiently. By the time, nearly a decade later, the concept of lean or just-in-time manufacturing had catalyzed the software industry by way of the Agile Manifesto of 2001, the emphasis had moved toward highly social approaches to developing applications.

Indeed, the first Agile Manifesto value, “Individuals and interactions over processes and tools,” rallied developers to throw off the shackles of prescriptive and expensive application development tools. Many of the practices described by Kent Beck in “Extreme Programming Explained” were aimed at eliminating defects by writing tests before code—the opposite of the rampant “code and fix” mentality lamented by Steve McConnell in “After the Gold Rush: Creating a True Profession of Software Engineering.” And at such sites as Symantec’s American Fork, Utah, campus, Extreme Programming adherents boasted about the fact that they no longer needed debuggers or fancy IDEs.




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