Most products are developed like a waterfall. Waterfall development is the classic sequential linear process where you finish one stage before moving on to the next one. You aim never to revisit a stage once you’ve finished it, so you’d better get that brief right the first time.
When I worked in web development in the late 90’s, we adopted the waterfall process by default. We even hired a 30-year career military project manager who was an expert in waterfall development with construction projects like bridges. We could have wallpapered our offices with his Gantt charts.
We discovered that this command-and-control process was a horrible fit for web development. We couldn’t predict all of the potential issues when we first wrote a brief. So, requirements would inevitably change and we’d uncover issues too late to do anything about them. We would then either stubbornly hold to our original plan or scrap a lot of hard work to start parts of the process over.
Waterfall development also stifled great ideas that came mid-stream. It clamped down on “feature creep” to the expense of creating more remarkable innovation.
I recently discovered the Agile Manifesto, written in 2001 by a group of software engineers to invent a new process better matched to software development. It has a lot of variations (iterative, scrum, lean), but at the core, it’s a more innovative approach designed around short sprints and iterative prototyping, not a long linear slog.
I found their principles inspiring not only for software development, but any form of product development, even consumer products. The most recent method product launch included at least 44 rapid prototypes that all evolved the product beyond what we could have ever imagined in the original brief.
I think that any form of product development can benefit from the tenets of the Agile Manifesto:
Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage.
Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
Business people and developers must work together daily throughout the project.
Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
Continuous attention to technical excellence and good design enhances agility.
Simplicity–the art of maximizing the amount of work not done–is essential.
The best architectures, requirements, and designs emerge from self-organizing teams.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
Tom, when not cartooning (eg. for Marketing Week), is method’s international managing director. Based in London, he frequently speaks at campuses, companies, and conferences about marketing, cartooning, and how to spread business ideas. @tomfishburne