Some developers at prominent companies like Google view Agile development as nonsensical due to a variety of reasons. Agile development, a flexible and iterative method of managing product design, often becomes a buzzword in organisations, detached from its original principles. The method’s core tenets include customer collaboration, response to change, and individuals and interactions, which often get overlooked in favour of processes and tools.

Additionally, Agile’s heavy emphasis on constant communication can be a burden, especially in larger teams. This approach can lead to excessive meetings, disrupting the focus required for coding. Moreover, Agile’s iterative nature can sometimes result in a lack of long-term planning, leading to shortsighted decisions.

Furthermore, Agile’s effectiveness largely depends on the team’s composition. It works best in small, self-organising teams with a high level of trust. In larger corporations, bureaucratic structures may hinder this, making Agile less effective.

Lastly, Agile’s focus on delivering working software frequently can lead to compromises on technical excellence and good design, leading to technical debt. This can result in a product that works in the short term but may be difficult to maintain and improve in the long run.

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