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Interesting, I had a very similar experience in the past. I think we just were part of a software factory that is not necessarily bad, it's just a different ap
by mk89 5y ago
Interesting, I had a very similar experience in the past.
I think we just were part of a software factory that is not necessarily bad, it's just a different approach to work. It's much more convenient for a manager to just apply "standard" principles (scrum, 2 weeks, story points, velocity, etc. like a mantra) rather than innovating at this risk of being wrong, difficult, etc.
Too much bureaucracy is not good, maybe that was the purpose of this article. The more you have it, the more difficult it becomes to get out of it, to innovate, etc.
- pempem 5y agoAgreed on the kind of religious adherence which can make the process feels a bit like..a staged show? Stifling instead of open discussion? "Metrics" though drive when something might be delivered which triggers marketing spend, hiring requirements and so on. It says "we're working on this now and that next" which drives all kinds of internal storytelling about priorities and cascades down (or up?) into quarterly calls. How do you do it otherwise without having ipod summers?
- Jensson 5y agoYou set up long term team based goals (OKR's, Objectives and Key Results) and then evaluate how well those goals were achieved. It isn't 100% accurate or fair, but neither are Scrum burndown charts.
- pempem 5y agoAnd how would you ship product against an OKR and manage spend for the marketing to support the launch?