I hate it. The place I work at is doing it wrong in my opinion: sprint points are directly mapped to time (instead of complexity), meaning that each day = 2 po

I hate it. The place I work at is doing it wrong in my opinion: sprint points are directly mapped to time (instead of complexity), meaning that each day = 2 points per developer. Stand ups are really just status updates to our product manager - developers don't actually chat to each other about issues, we just report to the pm. If the pm is in another meeting, then standup doesn't occur at all. The worst thing about it: There is no end in sight. There is no natural endpoint. It's just ticket after ticket after ticket, with the almighty burn down chart looking down on us. It just never ends. In a way we are assembly line workers. We cannot take slightly longer than what the ticket says, then you are forced to explain where you are stuck, even if you aren't stuck, so people thumb suck reasons. (With something like carpentry, you build something, apply finishes, enjoy the product, AND IT IS DONE. With software development + scrum = infinite treadmill. You get deprived of ever getting a sense of accomplishment.) During sprint planning we also assign the ticket upfront to specific people, so we have hectic issues with knowledge silo's. On the sprint point side, we basically either have tickets that are 3, 5 or 8 and nobody dare picks another number. Using their system of 2 points = 1 developer day, some tickets should be 20 points, simply because it will take the person at least the whole 2 weeks to do. Some tasks are inherently complex or tedious and will take longer, but at this company we basically have to rush everything. Nobody ever has downtime and time to think. I'm kind of over the company and over scrum. Looking back after 10 years, the only place where scrum did work for me was at one company (that sadly closed down (infighting between directors)) where we didn't take it serious at all - it was all for fun, no drama/seriousness, no care about mapping points to time, retro's was super funny (and not a moan fest) - basically nobody took it seriously and our productivity was crazy good. Another place I briefly worked used old school Gantt charts which worked surprisingly well even though I didn't like it in the beginning (it was a more waterfall-like approach, loads of planning upfront). We would spend a WEEK planning and then code for like a month and release basically near perfect code to production. It did feel a bit boring in a way because there was very little wiggle room - everyone just followed the plan.