Well that brings me to something else I wanted to ask actually which is what if Agile is part of a bigger
project.
So suppose I'm doing a beautiful project and I'm going to build a massive skyscraper or something.
And the software is being done by an agile team.
So I need to know when certain bits will be working because that's when the rest of the building is
has to be plugged in or something is that little bit of flexibility and variable ness that's coming
into my project via the agile component going to ruin my whole project the whole control of my project
because I'm thinking if the answer is I answer as I ask this because I guess if it's the most valuable
thing you could guarantee it.
But if I need you to have the whole motorbike ready by a certain day because that's the time when the
queen comes from London and she wants to go riding on the motorbike with you.
How.
Yeah.
How.
How is that going to work or you know going back to my house example if you're building your house using
agile you have to hire a crane and you have to book it you know six months ahead with a gunshot you
know hopefully where you're going to be by that time and you have a bit of contingency so you know you're
pretty certain you're gonna be ready for that crane to arrive on that day.
So if there's any external data coming in either from cranes or from the rest of the project how does
that child make sure that it fits in with the rest of the world or does it just not do that.
Is it just a self-contained world of fun sort of thing.
In my opinion it's a little bit of a mess.
It's a little bit of a mess.
It's the Safe Framework.
Dean Leffingwell this framework was they use that with Lockheed Martin which builds you know essentially
serious great big aircraft so building a fighter jet.
And so you know there's a component of it which is hardware you know they're not just floating in the
sky and software and then there's a component of the software.
And so they use a scaled framework save for a variation of it.
And so and so you know they have to deal with delivering software and certain dates and they don't have
a lot of flexibility.
You know they they're just like OK well you can't decide well I'm going to change you where the panel
is or something like that or.
Or instead of fighting I'm going to go you know I'll spray candy or whatever.
And so you can't you know the team doesn't have sort of the flexibility to pivot really.
So but they try to get something that gives you some value from agile by allowing the team to innovate
on very small pieces of the product.
And so you know I I don't know that that's that much valuable more valuable than just running it as
a sort of a strict waterfall.
They say they have metrics that it's a lot more valuable is sort of the scaling frameworks.
I think say I think safe sounds almost like waterfall because it almost sounds like you've got you've
got a sequence and then you're almost into a gunshot aren't you.
I would have thought well the agile released trains are based on value and not necessarily based on
time like Dan charts but but it is I mean Dean Leffingwell who came up with say came up with a rational
unified process.
He's the same person he used to work for rational software and so it's you know it's it's not a coincidence
that it's kind of got that same kind of rough approach which But that release train there in order of
value.
But they are in order.
So you do have we're going to do this then this then this and you do have it planned out at the start.
Well you try it the way the released trains work is that you basically sort of you know they they are
predictable like Sprint delivery but they have more increments in them.
So instead of like typically if you're working a scrum team you'll deliver something each sprint and
that will be a potential issue product increment with a release train you have basically a train which
is a series of iterations or sprints they don't call them sprints there but a series of iterations.
And then you kind of are dumping a bunch of work into the train and the train works kind of like it
does here in London where they're very predictable in terms of when they show up at least today.
And so they were very predictable in terms of what they show up and then all of the value pours out
of them.
And so it's kind of trying to use a phased approach just fancy words for a gunshot because I know that
the gunshot doesn't move along like a train but time moves along the gunshot so you've got you know
a sequence of things you're going to do by certain dates is the release train really again shot under
a different name that would be fine.
But no you know again charts are about sort of putting a bunch of dependencies in and making sure that
you know what goes into the chart.
I mean you're charting it out and everything.
Yes.
And so a release train has the flexibility to put whatever you want in the train.
And so instead of focusing on what's gonna be in the train like you would with a contract you're just
focusing on the fact that the train will deliver at a certain time.
So the train is what you're going to have when the gunshot is more how you do how you do a job right.
And so you're sure it's got everything in it.
The release train just says you know it would be like again sharp without any deliverables in it.
And so because you don't know what it's going to be you're just kind of throwing this stuff in.