4 ms·

At my previous job, the "daily stand up" never lasted less than 30min, and often times went to 2 hours. Also, I didn't just have one "daily stand up" but two!

by spc476 3y ago

At my previous job, the "daily stand up" never lasted less than 30min, and often times went to 2 hours. Also, I didn't just have one "daily stand up" but two! One with multiple teams, and one with just our team because our manager really wanted to silo our work and ignore as much as possible other teams (especially QA for some bizarre reason). Yes, we weren't doing "scrum" right, but like communism, no one does it right.

t43562 3y ago
We manage short standups most of the time - why didn't you tell the manager to shut down after 15 minutes? All these agile processes require the team to take some responsibility and have some courage.
- spc476 3y ago
  First, there was major miscommunication on the part of the new management [1] and who I thought was my manager wasn't [2]. Second, I was raising the alarm that the "agile and scrum" methods weren't working, and got it raised to a VP of the company [3]. He was let go. Did I cause him to be fired? I don't know. All I know, the new VP just said "that's a shame" when I brought up my points. I knew then, it was time to go. [1] The silliness didn't start until new management took over. [2] The term "team lead" meant "manager". I didn't get the memo. [3] I was regularly talking to him at least once a week. He didn't want me to leave the company and to give him time.
  - t43562 3y ago
    It sounds more to me like you could have just asked for meetings to end on time and quoted why they are meant to be held standing up.
    - spc476 3y ago
      No, it was more like before they pushed "Enterprise Agile with a side of scrum", the team I was on, for 10 years, produced code on time, with very few bugs and only two regressions to production (caught during deployment). Afterwards (bought out, new management), we kept missing our deadlines, bugs proliferated, and deployments became nightmares. The meetings were the least of the issues, but they weren't helping any.

by spc476 3y ago

t43562 3y ago

We manage short standups most of the time - why didn't you tell the manager to shut down after 15 minutes? All these agile processes require the team to take some responsibility and have some courage.

spc476 3y ago
First, there was major miscommunication on the part of the new management [1] and who I thought was my manager wasn't [2]. Second, I was raising the alarm that the "agile and scrum" methods weren't working, and got it raised to a VP of the company [3]. He was let go. Did I cause him to be fired? I don't know. All I know, the new VP just said "that's a shame" when I brought up my points. I knew then, it was time to go. [1] The silliness didn't start until new management took over. [2] The term "team lead" meant "manager". I didn't get the memo. [3] I was regularly talking to him at least once a week. He didn't want me to leave the company and to give him time.
- t43562 3y ago
  It sounds more to me like you could have just asked for meetings to end on time and quoted why they are meant to be held standing up.
  - spc476 3y ago
    No, it was more like before they pushed "Enterprise Agile with a side of scrum", the team I was on, for 10 years, produced code on time, with very few bugs and only two regressions to production (caught during deployment). Afterwards (bought out, new management), we kept missing our deadlines, bugs proliferated, and deployments became nightmares. The meetings were the least of the issues, but they weren't helping any.