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I guess it's hard to keep methodologies from being co-opted by management for their own ends, since they do after all have the "power".
by jahaja 7y ago
I guess it's hard to keep methodologies from being co-opted by management for their own ends, since they do after all have the "power".
- kradroy 7y agoI implemented Agile scrum on my team at the behest of my organization. I did it enthusiastically at first, because I thought it might make a difference. My opinion changed within the first 6 months. I think it's a waste of time. Our stand-ups are pointless because they're just status updates. Not much of consequence can happen in 10 minutes anyway. I ignore our metrics at the end of each sprint. They're meaningless. Our retrospectives are largely useless other than giving shoutouts to team members. I feel the sprint structure leads to Parkinson's law. This situation, however, is perfectly normal because Agile advocates "people over processes." My team doesn't give a shit about the Agile process, so it's mostly like forced physical training but without the fitness benefits.
- swagtricker 7y agoScrum should at best be viewed as training wheels for agile teams. Not the end state. Good teams abandon scrum for Kanban / Lean concepts once they start building good collaboration structures, better communication with business, earn trust by delivering and recognize (as you point out nicely) that the sprint timebox is artificial B.S. in practice. I think the Parkinson's law can be a common trap for teams to fall into with the Sprint timebox malarkey.
- vpeters25 7y agoThis 100%. One of the reasons people hate Agile is because they miss this point and keep micro-managing.
- corpMaverick 7y agoManagers trying to control engineers. I don't know how we are OK when people in charge don't understand what they are managing. Agile was an attempt to take control back to engineers but it was co-opted.