By Marty Cagan · svpg.com · LinkedIn
Marty Cagan argues that Agile methods such as Scrum originated in the custom software world, where software is built for a specific customer under contract, rather than in product software companies. That origin explains why product managers, designers, and QA staff often feel confused by Agile, since custom projects rarely include those roles. Custom software is historically difficult because customers often don't know what they want, so frequent iterations and tighter communication help. Cagan contends that product software teams can benefit from Agile too, but they need adjustments, particularly for user experience design, release management, and architecture at scale. He advises teams to choose coaches who understand the differences between custom and product software.
01Key takeaways
- Agile methods originated in custom software, so their default assumptions may not fit product software teams.
- Product managers, designers, and QA are essential in Agile, even though generic Agile training often omits them.
- Short iterations help customers learn what they want sooner and reduce the risk of building the wrong thing.
- Product software at large scale may need more upfront architectural thinking than Agile's refactoring-friendly approach suggests.
- When bringing in Agile coaches, verify they understand the needs of product software, not just custom projects.
02Key sections
- Why Agile confuses product roles
- Agile guidance often assumes a custom software setting, so product managers, designers, and QA are unsure where they fit. The methods do require these roles, but the confusion traces back to Agile's origins.
- The custom software origin
- Scrum began in 1986 in Japan and grew out of custom software, where customers commission applications and often can't articulate their needs. This world has long faced difficult delivery cycles and struggled to attract top talent.
- Why custom software skipped key roles
- Custom projects usually lack product managers, UX designers, and dedicated testers because customers assume they know what they need and cost concerns push developers into those tasks. Most custom projects are also small internal tools where scale matters less.
- What Agile improves and what it misses
- Agile improves customer communication, reduces risk through small iterations, and cuts documentation overhead. For product software, however, its assumption that architecture can easily be refactored can be naive at very large scale.
- Advice for adopting Agile
- Cagan advises teams to hire consultants who understand the differences between product and custom software development, since many do not.
03From the post
“A partnership dedicated to teaching best practices to product teams and product leaders”
04Frameworks mentioned
Summary and takeaways written by PM Atlas; quotes are short excerpts. © the original author.