PDD aka Pressure Driven Development
In the mythical land of Agiletopia, an enchanting place frequently celebrated in corporate fairytales, we encounter a curious beast: Pressure Driven Development, what the townsfolk whisper in hushed tones, PDD. Unlike its nobler cousin Test-Driven Development or its elusive sibling Behavior-Driven Development; PDD thrives in shadows cast by Gantt charts and arbitrary executive deadlines. It emerges when leadership speaks agile but breathes waterfall.
Picture this: The CEO proclaims himself Chief Product Visionary, decreeing from atop Mount Gantt that all products shall be developed with agility, flexibility and innovation. As long as they precisely match the roadmap etched in stone during an executive retreat six months prior. This visionary, much like Tolkien's stubborn dwarven kings, hoards timelines and scope like precious gems, oblivious to the army of hobbits. Sorry, engineers - scurrying about trying to deliver.
Engineers, the tireless minions of this tale, find themselves caught between epic quests ("Build me an MVP, but with every feature imaginable!") and side missions ("We must demo something to the customer tomorrow - so just, you know, hack it together!"). Meanwhile, everyone outside of engineering eagerly dons the pretend title of Project Manager, wielding their precious Roadmaps as if the salvation of Middle-earth depended on them.
And iteration? That whimsical creature, agile's very spirit animal, is banished to the dark forest, replaced by rigid plans and impossible timelines. “Deliver on time, on scope, quickly—but please don’t waste precious time iterating. Iteration is for those who fail the first time,” bellows the self-appointed head of product.
Here's a spoiler: this isn't my first adventure in the land of PDD. Over the years, I've journeyed through many corporate kingdoms where leaders swear allegiance to agile principles at the surface, yet quietly conspire with traditionalist villains beneath. The tales are always eerily similar; buzzwords thrown around campfires, stand-ups turned status updates, retrospectives reduced to polite grumbling sessions.
The path out of this enchanted forest of dysfunction is simple, yet as daunting as Frodo's journey to Mordor. Shifting power, control and mindset. True agility requires the courage to embrace uncertainty, accepting iterative learning over rigid predictions.
Engineers and RnD must step out of their cozy Shire-like comfort zones to guide, educate and influence those clutching their beloved Gantt charts. We must teach them that iterative development is not a shortcut or failure but a strategic embrace of reality itself.
For those brave enough to embark on this transformation, remember this, real agility isn't declared from the ivory towers of leadership. It's forged in the trenches, shaped by engineers empowered to build iteratively, honestly and courageously.
So, here's my parting advice to leaders lost in the labyrinth of PDD: put down your precious charts. Stop hoarding control like it's your last lembas bread and trust your fellowship. It’s not magic, it’s simply good sense.
After all, Agiletopia, much like Harper Lee's Maycomb, has no room for pretension; it demands authenticity and most of the time a pinch of rebellious humor definitely helps.