11–20 of 36 posts
It not a knowledge problem, it’s a culture problem.
Ponzi?
You laugh, but there is a certification very similar to this, except it isn’t a parody, and requires you to make sure all your suppliers have the certification. One give away that a company is certified is that it forces them to block merging of all unreviewed pull requests (including ones that were revised after last review).
I love that this website is just Wordpress with the default 2020 theme. Even I did more CSS tweaking when I was building out a business site for my father.
http://web.archive.org/web/20230212185150/https://flowmanife...
Every company I’ve ever worked at talked about how new hires should be familiar with agile and scrum, and then proceeded to completely ignore either. Then hire coaches to try and make it happen and it didn’t. It not a knowledge problem, it’s a culture problem.
It is incredibly frustrating to join a new team, point out the very obvious misalignment between agile and what they are doing...
and then become assimilated and just march on becoming part of that same culture.
I enjoy these parodies very much, but on a deeper level, we need a good analysis of why this keeps happening. We've had many movements that have aimed for simplicity and commonsense and ended up a bureaucratic nightmare. Is there a way to actually achieve simplicity and commonsense?
Reward individuals for getting things done. Not itself an easy task, but as long as everyone makes roughly the same salary... and as long as those jobs are gated in the first place by credentials and ridiculous interviews... Most everywhere I see progress, there's some kind of figure of merit or leaderboard. Yes, optimizing to a metric leads to problems, but it's better than optimizing to nothing. And those problems…
Citation needed. Elsewhere I've seen it claimed that actually, most people want to do a good job, and so any metric ends up doing more harm than good. And half of the suggestions in that twitter thread (keeping the metric private, changing it over time) seem to point in the direction of actually not having a metric and relying on human judgement instead.
Every company I’ve ever worked at talked about how new hires should be familiar with agile and scrum, and then proceeded to completely ignore either. Then hire coaches to try and make it happen and it didn’t. It not a knowledge problem, it’s a culture problem.
Culture eats processes for lunch. It is incredibly frustrating to join a new team, point out the very obvious misalignment between agile and what they are doing... and then become assimilated and just march on becoming part of that same culture.
haha this is so true. It basically always happens unless you walk away
This almost made me cry.
Axiom 8 is the most important.
Earlier quoted context omitted.
Reward individuals for getting things done. Not itself an easy task, but as long as everyone makes roughly the same salary... and as long as those jobs are gated in the first place by credentials and ridiculous interviews... Most everywhere I see progress, there's some kind of figure of merit or leaderboard. Yes, optimizing to a metric leads to problems, but it's better than optimizing to nothing. And those problems…
> Yes, optimizing to a metric leads to problems, but it's better than optimizing to nothing. And those problems can be mitigated Citation needed. Elsewhere I've seen it claimed that actually, most people want to do a good job, and so any metric ends up doing more harm than good. And half of the suggestions in that twitter thread (keeping the metric private, changing it over time) seem to point in the direction of act…
Indeed. This is Goodhart’s Law.