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On my agile team, we will say, "We see a problem here." We create an issue and start working on it, and alert the product owner as to why it is a problem and ne
by ebiester 11y ago
On my agile team, we will say, "We see a problem here." We create an issue and start working on it, and alert the product owner as to why it is a problem and needs to take priority. We have that respect because we deliver working software. We are not the "fastest" team, but we get the latitude to make things better because we work with adults.
We refactor as we go, even if the business value could have been delivered "faster" by compromising long term value for short term goals.
But we also let them do their job and trust them to understand the strategic goals to the business better than we do.
- overgard 11y agoYeah, I recognize there's some places that do agile in a good way (hence the qualifiers I put in); I've just been burned enough that I tend to be deeply skeptical of it. What I've noticed is that some managers fall in love with charts and measurements (because they can use those metrics to impress others in the organization), and anything that can't be superficially measured ends up either being devalued or outright banned. I remember one place I worked, they brought in consultants to "help" us create an agile process. After about four months or so, they declared the operation a success because the "velocity" had increased by 4x. (Which would be incredible if it were true). In reality, we were just measuring four times more things, and development was going much slower, but those charts sure looked nice.