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This means that we must have a standup, everyday. we must have a retro, we must have planning. Every single one of those ritutuals has value. Just because you

by zzalpha 10y ago

This means that we must have a standup, everyday. we must have a retro, we must have planning. Every single one of those ritutuals has value. Just because you're happy coding quietly, alone, in a darkened room with the door shut, doesn't mean everyone is. I have yet to see an agile shop that doesn't benefit from stand-up to keep the team coordinated and on track. And retros are the forum for self-management and process refinement/iteration. Moreover, some of those rituals (like sprint planning) are also needed by stakeholders other than the developers themselves in order to get their jobs done. Because, believe it or not, coders are not in fact the center of the universe. almost half a day a week is lost to pointless meetings. I just want to get on with my job. Woah, wait, wut? 90% of your time is apparently spent coding and that's a problem for you? You know, at some point this starts to sound a lot like an excessive sense of entitlement...

jjnoakes 10y ago
> Every single one of those rituals has value. Just because you're happy coding quietly, alone, in a darkened room with the door shut, doesn't mean everyone is. The reverse is also true. Just because a daily standup has value for some doesn't mean it has value for everyone.
KaiserPro 10y ago
Nice, jump to the asperger stereotype. Every single one of those rituals has value. For you/your company. why? because Agile is empiric. Every company is different. The whole point of Agile, is to be nimble, and respond to evidence. I know what my customer wants, because I talk to them. Funnily enough I like my customers. I want to know how they are using my services. I like talking to people because I am human. Because my stakeholders are different to my customers, I have to actively fight "Agile" to get my job done. I have to do the TCO calcs, I have to fight for my resources. The feedback loop is looping on the wrong part. But because the agile book says its ok, it must not be changed. But its ok "People not process". I have once been in a company where agile was done "right". It was refined to the point where we had one meeting a week(effectively a retro). Feedback was done through jira, which provides rich metrics. Collaboration was expected to happen as and when it was needed. If you couldn't figure it out, then you were in the wrong job. you needed to be able to talk human. Why is that agile? because the process was mapped to the company, and tweaked until it produced measurable results. Not the other way round. Everywhere else it feels like agile is a religion that must be observed, never questioned. Woe betide anyone that dares question the knowledge of the vicar as they mumble the softly spoken spells during stand up.

by zzalpha 10y ago

jjnoakes 10y ago

> Every single one of those rituals has value. Just because you're happy coding quietly, alone, in a darkened room with the door shut, doesn't mean everyone is. The reverse is also true. Just because a daily standup has value for some doesn't mean it has value for everyone.

KaiserPro 10y ago

Nice, jump to the asperger stereotype. Every single one of those rituals has value. For you/your company. why? because Agile is empiric. Every company is different. The whole point of Agile, is to be nimble, and respond to evidence. I know what my customer wants, because I talk to them. Funnily enough I like my customers. I want to know how they are using my services. I like talking to people because I am human. Because my stakeholders are different to my customers, I have to actively fight "Agile" to get my job done. I have to do the TCO calcs, I have to fight for my resources. The feedback loop is looping on the wrong part. But because the agile book says its ok, it must not be changed. But its ok "People not process". I have once been in a company where agile was done "right". It was refined to the point where we had one meeting a week(effectively a retro). Feedback was done through jira, which provides rich metrics. Collaboration was expected to happen as and when it was needed. If you couldn't figure it out, then you were in the wrong job. you needed to be able to talk human. Why is that agile? because the process was mapped to the company, and tweaked until it produced measurable results. Not the other way round. Everywhere else it feels like agile is a religion that must be observed, never questioned. Woe betide anyone that dares question the knowledge of the vicar as they mumble the softly spoken spells during stand up.