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Hmm, sounds like you've got some dyfunctional managers. I've never personally witnessed management faking urgency on a project just to get productivity on it. M
by all_usernames 6y ago
Hmm, sounds like you've got some dyfunctional managers. I've never personally witnessed management faking urgency on a project just to get productivity on it. Management is generally charged with making sure ICs know what the priorities are as set by Product. It's possible that Product changes its mind often, confusing everyone. But if Product, Management, and ICs are confused about what your "critical business functions" are, I think you've got some systemic leadership problems.
- pm90 6y agoSystemic leadership problems are more common than you think. Most larger corporations have orgs within them with very different cultures. It’s not hard to know why: the effective managers listen to their developers and shield them from the shit that comes from above. A healthy tree is nurtured under the protection offered by these managers; their reports never know what kind of shitstorms they were protected from. But these kinds of managers are rare albeit very effective.
- deleted 6y ago[deleted]
- rswail 6y agoI love how you distinguish between "ICs" "Management" and "Product". When you say "Product" do you mean Marketing? Sales? Production? Manufacturing? Do they have "ICs" as well as their own "Management"? The whole point of "Agile" was supposed to break down these divisions. Management is "generally charged" with getting the greatest productivity they can out of their resources. How that productivity is measured may be by "the priorities as set by Product", but that doesn't take into account ROI, sunk costs, COGS, Cap/Opex etc etc.
- all_usernames 6y agoYou are not[1] correct. Product Owner is a well-defined Agile manifesto role. [1] https://manifesto.co.uk/scrum-roles-product-owner/ https://manifesto.co.uk/scrum-roles-product-owner/