In the last few companies I have worked for, Agile was not lightweight, and became a significant hindrance to productivity. In fact, there was an "Agile consultant" brought in to make us more agile at one company I worked for. He ended up making our process 3-4x more convoluted and process intensive. He also succeeded in making the work not fun anymore. In my last job, "Scrum" meetings could take 30 minutes or more on many occasions, and our "sprints" would regularly change scope or be canceled mid way through.
I know that isnt Agile, but the problem is that many managers(and apparently consultants) think that is the way to do it. In my opinion, work getting done is not because you implement a process or methodology. Work gets done when you have a good team in place and trust them to do their job. Many companies seem to think that they can promote a non technical person to manage a development team. The problem with this is that they have no idea how software is built so implementing a methodology that promises consistent results no matter what the inputs are seems reasonable to them.
I am by no means representative of anyone other than myself, but I find I am most productive when a) I know the problem domain inside and out b) I am given some leeway with architecture and design c) I am not bogged down in process.
As projects get larger, its not as easy to allow for those conditions, so getting smart people on board is imperative. Agile should allow for managers to get some transparency and a view into the process, but little more...
I know that isnt Agile, but the problem is that many managers(and apparently consultants) think that is the way to do it. In my opinion, work getting done is not because you implement a process or methodology. Work gets done when you have a good team in place and trust them to do their job. Many companies seem to think that they can promote a non technical person to manage a development team. The problem with this is that they have no idea how software is built so implementing a methodology that promises consistent results no matter what the inputs are seems reasonable to them.
I am by no means representative of anyone other than myself, but I find I am most productive when a) I know the problem domain inside and out b) I am given some leeway with architecture and design c) I am not bogged down in process.
As projects get larger, its not as easy to allow for those conditions, so getting smart people on board is imperative. Agile should allow for managers to get some transparency and a view into the process, but little more...