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they set boundaries? i.e. the set explicit limits to activities, provide structure, make responsibilities clear from the get-go, ...

• greenyoda 5y ago
  In my experience, whatever boundaries are set within an agile engineering group can be overridden by the priorities, roadmaps, etc. that are imposed from above by the corporate executives. Responsibilities can change overnight as staff are reorganized or laid off by powers beyond their control.
  • bsedlm 5y ago
    well, my answer is theoretical. My own experience is similar to yours: "your team is no longer following scrum in a mad-rush attempt to deliver the deadline." and then everything gets even worse
  • salt-thrower 5y ago
    Every scrum team I've ever been on fell into that pattern eventually. Companies adopted Scrum because it became the trendy way to signal that you're a modern company. Not because of any actual commitment to its framework. In reality, Scrum went from "empower engineers" to "allow managers to micromanage their employees even more, but we call it Agile so you can't push back against it because then you're challenging the orthodoxy."
• SkyPuncher 5y ago
  Yes. This is exactly it. * We track velocity as the key capacity planning metric. We don't use it for performance or anything else (e.g. we don't care if it creeps or if two different teams have two different velocities). * We then break down all of our work and estimate it. This gives us a scope. * From there, we have a conversation with our PM. Here's the timelines you want to hit. Given the data, we need X. Do you want to cut scope or extend timelines? ----- Lastly, we focus a lot on making decisions that maximize velocity over a medium-term (typically 4 to 12 weeks). There is little value in pushing hard in one sprint if it's going to have an opposite reaction in the next sprint.