Agile at 20: The Failed Rebellion
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Agile at 20: The Failed Rebellion
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Re: Agile at 20: The Failed Rebellion
#2Donald Trump Rips the shit out of the Xiden Occupation Regime:
Death to Covid Terrorists!
https://rumble.com/vka124-president-donald-j.-trump-delivers...
Re: Agile at 20: The Failed Rebellion
#3> We have found that the role of the project manager is counterproductive in complex, creative work. The project manager’s thinking, as represented by the project plan, constrains the creativity and intelligence of everyone else on the project to that of the plan, rather than engaging everyone’s intelligence to best solve the problems.
Pretty much wish this was a defined part of agile, most of the time all my boss/pm is good for is maybe reminding me of meetings. They never understand what I’m working on to help, but they have power to make giant decisions and elevate problems I have been waiting for the client on for some time. Idk if this is a common theme.
I read a comment here a while back I agree with: your project manager, a good one, should remove obstacles that could slow you down, and anticipate them. They will only really interact when they notice bad patterns; like you being too slow. And most of the time let you be unless you introduce to new team members or elevate issues. Focus on your major tasks, allow them to manager the small mundane.
Re: Agile at 20: The Failed Rebellion
#4I really enjoyed this read. I’ve been grinding for so long in the huge corporation version of agile that I don’t even know what is what anymore.
It was refreshing to hear their take on project managers, as it matches how I’ve been feeling recently. They schedule 7 checkpoint meetings per week and I’ve given up on attending, I just can’t do it anymore.
I hope that we can move past agile into a new world that is free of the baggage and process of yesteryear. Even if the core principles are the same, let’s call it something different so we can start fresh and impress upper management.
Re: Agile at 20: The Failed Rebellion
#5Donald Trump Killing It in Arizona Right Now
https://rumble.com/vka124-president-donald-j.-trump-delivers...
Re: Agile at 20: The Failed Rebellion
#6> We have found that the role of the project manager is counterproductive in complex, creative work. The project manager’s thinking, as represented by the project plan, constrains the creativity and intelligence of everyone else on the project to that of the plan, rather than engaging everyone’s intelligence to best solve the problems. Pretty much wish this was a defined part of agile, most of the time all my boss/pm…
Low-level drone with 8 different bosses here.
I hate being micro managed as much as the next guy, but I've also had way too many coworkers over the past decade who can't seem to just sit down and get the job done. They fiddle and tinker and explore way too much. It's helpful to do that at times but many lack the discipline to produce software without a PM to answer to. I wish it were different, but it isn't.
My current PM is great and if I found out the management wanted to get rid of him, I'd vouch him and go to war if I had to. Good PMs are indispensable, in my opinion.
Re: Agile at 20: The Failed Rebellion
#7> We have found that the role of the project manager is counterproductive in complex, creative work. The project manager’s thinking, as represented by the project plan, constrains the creativity and intelligence of everyone else on the project to that of the plan, rather than engaging everyone’s intelligence to best solve the problems. Pretty much wish this was a defined part of agile, most of the time all my boss/pm…
If your team is led by a manager, then it is solving a management problem, and if your team is lead by an engineer, then it is solving an engineering problem. Managers are not good at solving engineering problems, and managers can and will fill management-shaped holes with engineers until everyone is either burnt out or checked out.
Re: Agile at 20: The Failed Rebellion
#8It’s a very nice article. I’ve not seen agile done as originally visioned. Usually because the VP Engineering (or equivalent) and down wants to do it but the rest of the business isn’t interested.
Also the pattern I’ve seen is over time businesses want more and more fine grained control over the engineering process, as if treating the team like replaceable workers doing well defined tasks (like Ray Croc I guess) leads to more efficiency.
This doesn’t work when the burger and chips has zero cost of replication and your staff are not frying and serving chips, they are inventing new cuisines every day.
Re: Agile at 20: The Failed Rebellion
#9My experience at Amazon Google and now Pixielabs tell a different story, all the points proclaimed in the agile manifesto are the desired states of daily work. People are speaking in the same or similar mental framework of building software, which is fully embodiment of the manifesto, or at least it's spirit.
Re: Agile at 20: The Failed Rebellion
#10I really enjoyed this read. I’ve been grinding for so long in the huge corporation version of agile that I don’t even know what is what anymore. It was refreshing to hear their take on project managers, as it matches how I’ve been feeling recently. They schedule 7 checkpoint meetings per week and I’ve given up on attending, I just can’t do it anymore. I hope that we can move past agile into a new world that is free o…
This is how revolutionary Marxism functions. Nobody knows what the hell Marx wrote in those books, or what any of it means, but it cannot be argued in communist regimes that there is a system in place, and that the vanguard knows whats best. Replace Marxism with Agile, communist regimes with corporation, and vanguard with management, and you have the recipe for soulless employment.