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Managers with half knowledge and semi sincere attitudes have tried to pull "agile means you need to be flexible" on my team. To force a scope change and brand n

Managers with half knowledge and semi sincere attitudes have tried to pull "agile means you need to be flexible" on my team. To force a scope change and brand new stories in the middle of a 2-week sprint. The same folks would not accept any explanation whatsoever on why some stories didn't make the sprint delivery -- even if the blockers were completely in their court. These buzz words just become intimidation tools at times. A junior team member cannot say it to their face that Agile doesnt mean what they think it means and should learn things before they speak.

lightbendover 4y ago
Back when I was a software manager, I had to sequence work into sprints or everyone (up and down) would freak out. The part I relaxed the team on: I didn't care at all if work spilled over into the next sprint. This alone removed the stress of adding mid-sprint activities (which obviously needs to be done from time to time for at minimum reactionary purposes) and allowed more thoughtful medium-term analysis and execution. I was still on-time for delivery (at least above par on delivery timelines compared to sister teams), but with much less burn-out and generally more favorable ratings and well-constructed systems. The thought that any meaningful work (including components of meaningful work) would naturally fall within a 2 week period of time has always baffled me. That said, I have always been very good at identifying critical paths, minimal requirements, and estimated effort; I'm not sure if this strategy would work well without sufficient planning.
- grugagag 4y ago
  > The thought that any meaningful work (including components of meaningful work) would naturally fall within a 2 week period of time has always baffled me. Sprint duraration is supposed to be flexible and adjusted to each project type and yet everywhere I’ve been workint at it’s always 2 weeks

lightbendover 4y ago

Back when I was a software manager, I had to sequence work into sprints or everyone (up and down) would freak out. The part I relaxed the team on: I didn't care at all if work spilled over into the next sprint. This alone removed the stress of adding mid-sprint activities (which obviously needs to be done from time to time for at minimum reactionary purposes) and allowed more thoughtful medium-term analysis and execution. I was still on-time for delivery (at least above par on delivery timelines compared to sister teams), but with much less burn-out and generally more favorable ratings and well-constructed systems. The thought that any meaningful work (including components of meaningful work) would naturally fall within a 2 week period of time has always baffled me. That said, I have always been very good at identifying critical paths, minimal requirements, and estimated effort; I'm not sure if this strategy would work well without sufficient planning.

grugagag 4y ago
> The thought that any meaningful work (including components of meaningful work) would naturally fall within a 2 week period of time has always baffled me. Sprint duraration is supposed to be flexible and adjusted to each project type and yet everywhere I’ve been workint at it’s always 2 weeks