Agile and estimations, spill overs, etc is such a pain in the ass, it feels like a pseudo-science. A lot of people spend a lot of energy on just this administra

Agile and estimations, spill overs, etc is such a pain in the ass, it feels like a pseudo-science. A lot of people spend a lot of energy on just this administration while we are way behind on many other things, like proper unit testing, good quality documentation, well established CI/CD. And everybody is focusing so much on the estimates, tickets like this was the end goal. Very well put. I tried being non-judgemental about agile -- first by trying to be objectively detached ("I'm not sure I can believe in this, but okay, let's see if it works.") And then by applying the serenity prayer ("I can't pretend to believe this any value any more, but hey, it's their company, whatever makes them happy.") The tipping point came for when I did the math, and realized there was a profoundly strong inverse correlation between how woo-woo management was about agile, and actual engineering competence -- or even basic communication skills and social competence (at you know, actually collaborating with others and treating them with respect; managing one's emotions instead of repeatedly creating drama over utter trivialities, etc). The low-competence, low-trust environments -- where management lied and back-stabbed every chance it could get -- loved agile. The high-competence, high-trust environments couldn't give a flying fuck about agile. So now I'm with this commenter, and their sage advice: https://news.ycombinator.com/item?id=36358127 https://news.ycombinator.com/item?id=36358127 And no, I'm not going to capitalize the word "agile", either. Or waste any more time with anyone who does.