Where can I read this without logging into LinkedIn?
I was able to just close & re-open the link, the second time there is no login prompt.
We are doing it wrong – the truth about agile development
21–30 of 42 posts
Re: We are doing it wrong – the truth about agile development
#22Err no. Agile really is multiple things to different stake holders. To devs agile is something completely different from Project Managers or Customers.
Customers see it as a really fast, transparent and easy way to run projects
Project Managers see it as a way to keep track on a projects at a high level view and mostly for metrics and reporting
Project leaders use it to assign tasks to minions
Minions see it as a way to work independently without looking at the big picture.
Who is looking at the big picture? nobody. that's why agile fails.
Re: We are doing it wrong – the truth about agile development
#23Earlier quoted context omitted.
I read this in the article, and had to wonder what on earth it had to do with making things: If you are the scrum master, keep doing what you are doing. Keep coaching the development team on our core values of openness, commitment, focus, respect, and courage.
The scrum masters I have seen (including myself) turned quickly into bureaucrats that mainly managed deadlines. In theory the scrum master should constantly improve processes but from what I have seen they quickly get blocked by management and don't achieve much.
I jokingly called my last scrum master a "glorified assistant", he didn't like it.
Re: We are doing it wrong – the truth about agile development
#24Agile always comes off as if it were intended for small consultancy firms who do specific jobs for individual customers. That honestly doesn't sound like a place I'd ever like to work at. I'd rather work for a company that puts out mass-market products with near-monopoly status and takes a stance of "you'll take what we give you". Basically something like Microsoft or Adobe. To me, agile is endless micromanagement. T…
From the link:
> A scrum master cannot fail, only deliver unacceptable return on investment.
One of the best double-speak I've seen in years.
Re: We are doing it wrong – the truth about agile development
#25Text-only link for those who can't be bothered with LinkedIn:
Re: We are doing it wrong – the truth about agile development
#26The real problem isn't Management style. Agile would be irrelevant if every programmer found it incredibly trivial to refactor huge portions of the program or very hard to introduce even one bug into the system.... We see a problem, we don't completely understand it, we think it's a problem with process but the same issues happen regardless of process, so then the issue must not be process... What's the common connec…
> The complexity of code. Bugs, development time are directly related to coding style and coding technology and that is where the real issue lies.
but this is not looked at by management at all. All they see is task with estimations on them. Estimations are then used to plan timelines and make a budget. It never takes into the tech defit into account. Agile projects almost always start of rosy, end up vague work never done state.
Re: We are doing it wrong – the truth about agile development
#27"Agile" should have stopped at the Agile Manifesto. The principles described there are useful. Scrum sounds good in theory but in reality I have never seen it really work. Mostly it devolved into a micromanagement tool.
I'm still not sure how a manifesto with "Individuals and interactions over processes and tools" ended up as the scrum cult.
Re: We are doing it wrong – the truth about agile development
#28"Agile" should have stopped at the Agile Manifesto. The principles described there are useful. Scrum sounds good in theory but in reality I have never seen it really work. Mostly it devolved into a micromanagement tool.
Huh, by-the-book scrum is the opposite of micromanagement.
Re: We are doing it wrong – the truth about agile development
#29Agile always comes off as if it were intended for small consultancy firms who do specific jobs for individual customers. That honestly doesn't sound like a place I'd ever like to work at. I'd rather work for a company that puts out mass-market products with near-monopoly status and takes a stance of "you'll take what we give you". Basically something like Microsoft or Adobe. To me, agile is endless micromanagement. T…
The last company I worked at had officially switched to "agile" last year (even though in practice, it had been working that way since earlier). They sent some guy from the India office (halfway around the world) to discuss with the different scrum teams about "ceremonies", "retrospectives", and all kinds of similar BS. That definitely smells of a cult.
If a consultant was brought to a manufacturing facility to discuss ISO 9000, would that be culty too?
Re: We are doing it wrong – the truth about agile development
#30"Agile" should have stopped at the Agile Manifesto. The principles described there are useful. Scrum sounds good in theory but in reality I have never seen it really work. Mostly it devolved into a micromanagement tool.
I read this in the article, and had to wonder what on earth it had to do with making things: If you are the scrum master, keep doing what you are doing. Keep coaching the development team on our core values of openness, commitment, focus, respect, and courage.
I've had the most conflict with team members who think "making things" is an end unto itself. Sometimes it is -- in your personal time, or if you're a researcher maybe, etc -- but in a business, making things is the means to an end. You need a methodology (scrum or something else) to keep the machine moving.