2 ms·

There was always something that really bothered me about the Agile movement and I am glad that it seems to have gone away. People would say it is flexible and

There was always something that really bothered me about the Agile movement and I am glad that it seems to have gone away. People would say it is flexible and meant to be guidelines that can be changed to fit your team. And then we would go and do a bunch of training, hire scrum masters, etc that would all tell us we were doing "Agile" wrong. Those 2 statements don't work together. I also cannot understand how we convinced companies that hiring full time agile coaches, scrum masters, etc were at all not a waste of money. I also felt like we had way too many meetings with very little value. Meetings that were really just focused on the process. I know some people think that meetings are being productive but I strongly do not feel that way. Obviously there are some valuable meetings, but most of the agile ones I felt were a waste of time. There are pieces of Agile that have continued, like standup, but largely I have not been "agile" for several years and I feel like I am more productive because of it.

lisasays 3y ago
Those 2 statements don't work together. They sure don't. But they work another way. By getting people to go along with patently contradictory belief systems (or glaring conflicts between what it said and what actually happens in reality), so as to break down psychological barriers, and make them more pliant to authority generally. As with any functioning cult operation. I also felt like we had way too many meetings with very little value. Well yeah, but only in the superficial sense related to, you know, the company's business and the actual work to be done. But in terms of their true purpose: keeping the Agile cult running, and helping legions of undertalented managers keep their jobs (along with the SCMs they inevitably hire in place of actual engineering or management talent) -- these meetings are beautifully effective, indeed.

lisasays 3y ago

Those 2 statements don't work together. They sure don't. But they work another way. By getting people to go along with patently contradictory belief systems (or glaring conflicts between what it said and what actually happens in reality), so as to break down psychological barriers, and make them more pliant to authority generally. As with any functioning cult operation. I also felt like we had way too many meetings with very little value. Well yeah, but only in the superficial sense related to, you know, the company's business and the actual work to be done. But in terms of their true purpose: keeping the Agile cult running, and helping legions of undertalented managers keep their jobs (along with the SCMs they inevitably hire in place of actual engineering or management talent) -- these meetings are beautifully effective, indeed.