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I know this isn't your place to fix, but honestly align with your scrum master and just stage a walk-out of the "parking-lot" meeting for you and the team. You

by jVinc 6y ago

I know this isn't your place to fix, but honestly align with your scrum master and just stage a walk-out of the "parking-lot" meeting for you and the team. You should not be required to attend this. After doing this a couple of times people will realize that there is something wrong if you have to spend 45 minutes a day digging deeper into issues. Poorly planned spring backlog? A non-existing product backlog? There could be many issues, but trying to "patch" them by doing things wrong. > Also I take any opportunity to vent about these stupid "agile" methods, sorry. So I'm sure you've raised these concerns at the end of every iteration at the retrospective right? Please tell me that you didn't throw out the retrospective and the process for venting frustrations to facilitate change and then start changing the process completely and then end up being bad at this thing you are doing which definitely wouldn't be scrum then.

lovehashbrowns 6y ago
Currently, a lot of the members on our team just miss standup entirely. For example, I missed the last 3 days of standup. Showed up today to re-iterate that I'm making some prod changes. Our sprint backlog and sprint planning meetings are a disaster, too. Watching our manager struggle every single time with jira is just.... mind-numbing. We complained about those and did get some changes made. For example, our sprint planning "meeting" went from two 1.5 hr meetings (one before lunch, one after) to one 1.5 hr meeting before lunch. I sometimes miss those, too. I raised these concerns with this manager when they first started (specifically about the number of meetings AND the daily standup). I raise them in the retrospective every time we have one. I raised them with my engineering team manager. I raised them in those anonymous feedback things. We're currently in the process of getting this manager out of our team. Our manager went on vacation and our productivity went up by some crazy amount, lol. The only thing keeping us stuck at this point is the current covid situation (long story). But normally, I'm pretty sure they would have been gone as of a month ago or so. It's an organizational thing, though, not just that manager specifically. Half the battle is getting upper management to listen to our concerns and do something about it. But the reason our last manager was so good about these things is because he had clout within the company and the assertiveness to say "no, that isn't ok."

by jVinc 6y ago

lovehashbrowns 6y ago

Currently, a lot of the members on our team just miss standup entirely. For example, I missed the last 3 days of standup. Showed up today to re-iterate that I'm making some prod changes. Our sprint backlog and sprint planning meetings are a disaster, too. Watching our manager struggle every single time with jira is just.... mind-numbing. We complained about those and did get some changes made. For example, our sprint planning "meeting" went from two 1.5 hr meetings (one before lunch, one after) to one 1.5 hr meeting before lunch. I sometimes miss those, too. I raised these concerns with this manager when they first started (specifically about the number of meetings AND the daily standup). I raise them in the retrospective every time we have one. I raised them with my engineering team manager. I raised them in those anonymous feedback things. We're currently in the process of getting this manager out of our team. Our manager went on vacation and our productivity went up by some crazy amount, lol. The only thing keeping us stuck at this point is the current covid situation (long story). But normally, I'm pretty sure they would have been gone as of a month ago or so. It's an organizational thing, though, not just that manager specifically. Half the battle is getting upper management to listen to our concerns and do something about it. But the reason our last manager was so good about these things is because he had clout within the company and the assertiveness to say "no, that isn't ok."