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99% of the problems Scrum/Agile/Whatever try to solve boil down to “communicate more, more often”. I personally have no issue with a daily stand up, but then i
by simonbarker87 3y ago
99% of the problems Scrum/Agile/Whatever try to solve boil down to “communicate more, more often”.
I personally have no issue with a daily stand up, but then it’s always been basically the only meeting in my day and 9 times out of 10 people have stuck to a structure and always shared something interesting and useful about their day. If you just say “no blockers” you’re doing it wrong in my opinion.
If writing and sharing works best for a team then do it that way however we, as devs, need to realise we work in service of a broader business so if we don’t do a good job communicating what we do then that business will force something on us.
- mcny 3y ago> If you just say “no blockers” you’re doing it wrong in my opinion. This only works when you trust your team members. This means absolutely nobody who can fire me on the spot, not my supervisor, not my skip, not the CEO/CTO/VP should be on the call. No non-technical staff from the above list should have a right to challenge estimates. No product owner can belong to the above list. There should be openness when technical decisions made by a team get overriden from people on the above list. Especially when something painful like a terse edict to the effect of "allow x and y from security and audit team full, direct, read-write-execute permission to the backing data store of your micro service in production". If there is no communication from the top, or there are negative consequences for speaking up, expect people to mentally check out.
- fire 3y ago> This only works when you trust your team members. This means absolutely nobody who can fire me on the spot, not my supervisor, not my skip, not the CEO/CTO/VP should be on the call. not sure how I'd've ever justified suggesting engineering standup without our engineering manager present
- mathgorges 3y agoIt sounds like your dev team isn't very empowered. In the companies I work at we can create whatever ceremony our team deems nessesary as long as we're meeting our metrics.
- mcny 3y agoNot just the dev team but even the "product owner" gets blind sided in "small" and "agile" companies. The CEO or someone high up the food chain sees a defect and now zomg the sky is falling. It has to be fixed nao, prioritization be damned. That's what I meant by nobody from the above list can be a product owner. The whole point of having sprints is so things can't be added to a sprint mid-sprint. Maybe there are extenuating circumstances but they should a. really be extenuating circumstances and b. should come through the (clearly nominal) product owner.
- stakhanov 3y ago> ...isn't very empowered. ...as long as we're meeting our metrics. "Empowered to meet metrics" still doesn't sound like a very enlightened philosophy to me.
- mrwizrd 3y agoThe other side of this is when the EM's presence is actually a negative, so them not turning up means people can relax. If "no blockers" isn't enough, then it's my job to get the information I need without it feeling like a chore. If I have no choice but to run a meeting called "standup" every day, and we're all on the same page already, I'll take "no blockers" and then have a chat for ten minutes over a coffee. Taking it easy once in a while helps everyone feel a little less "cog in the machine".
- hotnfresh 3y agoWhat’s… the EM there to do?