> Do these extra bureaucracy layers, meetings, checkmarks and vague "man-points" estimates actually bring any value. Seems like your company is doing it wrong;

> Do these extra bureaucracy layers, meetings, checkmarks and vague "man-points" estimates actually bring any value. Seems like your company is doing it wrong;) Agile is supposed to 1. remove bureaucracy, not add some; 2. adapt to the situation. Before Agile, you would read specs and implement them, and those specs had been carefully written by a team of analysts (8 people for a year). Any change to specs had to circle around the analysts and customers. Agile should first be an improvement on top of that. But if Agile is still getting in your way, seek to remove that too, and your managers will be happy. Agile should be about adapting. Anything that does not bring features is unnecessary. Last note for humor: “The wrong way to do Agile” depicts how things actually happened in Waterfall: https://youtu.be/l1yWusiaLCM https://youtu.be/l1yWusiaLCM