Confirmation bias and Agile application

While I was studying a little about QA, QC and testing processes, I was introduced to the confirmation bias, which is the basis for a tester. A developer codes thinking "the code has no bugs", while the tester must think "the code is full of bugs". With this thought in mind, the tester is actually able to find bugs, and improve the process.

I then made a connection about Agile and traditional project management: when a project manager has delivered successful results with the Waterfall methodology for an extended period, the inclination is to view any new methodology, such as Agile, as a barrier, as something that will just harm the project. This bias can damage the whole team's ability to embrace and fully realize the benefits of Agile.

Teams and Project Managers accustomed to the Waterfall model are structured around a linear, sequential process. Everything, including changes, is managed through detailed upfront planning. This mindset creates a comfort zone of predictability and control. When transitioning to Agile - i.e. stepping out from the comfort zone and embracing constant change - people may not feel, or even fear, the benefits of the Agile approach.

The following points are just two of many misconceptions of Agile:

• Agile lacks of Control: Waterfall teams may perceive Agile as lacking in control since the teams are "self managed". Waterfall typically relies on top-down decision-making, with managers dictating tasks to team members. Agile, on the other hand, encourages self-organizing teams, which may be perceived as a lack of leadership or control. In reality, Agile provides control through frequent inspection and adaptation, allowing for better risk management. Teams are empowered to make decisions, fostering a sense of ownership and responsibility. This distributed decision-making model enables faster problem-solving and promotes a collaborative work environment
• Agile does not document the process: Waterfall emphasizes extensive upfront documentation, and teams may worry that Agile's focus on working software, leads to inadequate project documentation. However Agile encourages "just enough" documentation: it is streamlined and tailored to the project's needs, promoting efficient communication and reducing unnecessary paperwork.

Though these misconceptions could be addressed by showing to the team some success stories, education and training on Agile, the most important thing is for them to gradually apply it with belief, without always thinking "it was better before". Work dedication and professionalism are essential to Agile success!