Comment Re:world's biggest? (Score 5, Insightful) 349
The most important thing is tight iterations. If a 2 week sprint fails, then it is not that big of a deal. If a 2 year death march fails? Someone's getting fired, since its the equivalent in agile-land of failing 52 sprints straight.
But is it two weeks sprint down a dead end? For a project this size, agile is like trying to build a skyscraper first as a one story building, then two story building, then three story building and so on. Apparently you're making great progress the first sprint and you have a shack up, that's 1/100 floors done already. Except it doesn't work like that, so sometime around the 20th floor you've got people all over the first 19 trying to build in extra support columns and stronger walls and propping up the foundation. Things grind to a halt and you're not making any real progress. Then the orders come to get moving and you start going upwards again more and more rickety until eventually you find the straw that broke the mule's back and it all comes crumbling down.
Agile is nice if you're close enough you can start delivering actual features that would belong in the end product at the end. In practice it often means you build the first iteration with string and duct tape planning to replace it with something more solid on the back end in time, but I think everyone knows how that goes - the string and duct tape has a tendency to stay because that part is "done". Of course hindsight is always much easier but agile I feel lacks foresight, we do this now to meet our sprint goals and then if we need to change something to meet our next sprint goals, we'll deal with that then. In practice, there's not time to go back and rework things every time you figure out this should have been done differently.