“failing immediately and visibly” sounds like it would make your software more fragile, but it actually makes it more robust. Bugs are easier to find and fix, so fewer go into production. — Jim Shore
Scrum aspires to a fail fast approach to building software.
It describes practices that surface problems:
- a backlog prioritized by the product owner and estimated by the team (accountability)
- short iterations
- frequent retrospection
- a role dedicated to removing impediments
It champions values that motivate individuals to address problems:
- delivering business value
- collaborating with customers
- empowering teams
- building quality in
- continuous improvement
- courage and honesty (a refusal to hide risk)
Possessing these values and practices, an organization is less likely to overlook or tolerate dysfunction when it materially affects the setting and achieving of project goals.
- risks are identified before they become problems
- simple problems are detected and resolved quickly
- thorny problems are mitigated
- catastrophic problems are aired to all concerned parties (informed consent)
Cases #1-3 increase a project’s chance of creating value.
Case #4 compels an organization to cancel a doomed project.
All four cases represent a better outcome for the business. Assuming that business offers value to the world, that’s better for our end users, our reputation, and our society.
Immediate and visible failure. Much preferable to hidden, prolonged and inevitable failure.