Yes, but "Go speak to the fucking users so that you build the right thing" is such a tiny slice of Agile shit, and it's a product management rule that predates Agile by ages. This is like one of THE big things that Product and Field people are supposed to do, and has been for roughly forever.
As for the rest of Agile? Maybe the idealized Agile (just like the idealized Marxism) works great, but my personal experience at a place that very, very, very much was NOT Doing Agile Wrong[0], along with the personal experiences of an assload of others who work at Agile (and "Agile" shops) indicates that Agile as she is implemented in the real world is incompatible with long-running continuous [1] projects.
[0] I'm afraid you're just going to have to take my word that I know what I'm talking about here.
[1] "Continuous" as opposed to the "parachute in, mitigate the biggest problems, and then airlift out" engagements that are SOME of what contract shops are hired to do.
Yes, but "Go speak to the fucking users so that you build the right thing" is such a tiny slice of Agile shit, and it's a product management rule that predates Agile by ages. This is like one of THE big things that Product and Field people are supposed to do, and has been for roughly forever.
As for the rest of Agile? Maybe the idealized Agile (just like the idealized Marxism) works great, but my personal experience at a place that very, very, very much was NOT Doing Agile Wrong[0], along with the personal experiences of an assload of others who work at Agile (and "Agile" shops) indicates that Agile as she is implemented in the real world is incompatible with long-running continuous [1] projects.
[0] I'm afraid you're just going to have to take my word that I know what I'm talking about here.
[1] "Continuous" as opposed to the "parachute in, mitigate the biggest problems, and then airlift out" engagements that are SOME of what contract shops are hired to do.