Interestingly, one of the point in the manifesto says "Individuals and interactions over processes and tools", yet there are all sorts of processes and tools that now exists for Agile. What an irony.
Agile at 20: The Failed Rebellion
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Re: Agile at 20: The Failed Rebellion
#32Agile is a generic umbrella term that involves a vast array of complex, subtle knowledge and skills. It's like saying "Engineer", or "Chef". Each has a shared skillset, to be sure. But each category's members can't just work the same way at all jobs, and there's no book on how to be an Engineer or Chef everywhere. The Agile Manifesto is a failure at trying to make Agile happen because it can't tell you how to make it…
The product and engineering managers I've had in the past have generally been humble, acting as a touchstone of coordination for the folks on the ground rather than a controlling force. And the engineering managers have all just been former engineers who decided they preferred doing this kind of facilitation work instead of writing code.
Maybe this isn't the norm?
Re: Agile at 20: The Failed Rebellion
#33Earlier quoted context omitted.
> And that's why things like "Agile", "DevOps", etc will fail. I completely disagree. Most team leads and technical managers where I've worked get promoted up from within a highly technical position. I wouldn't have any respect for my team lead or my PM if they didn't know what they were talking about. If my PM is going to try to tell me that I should work on this feature over this other feature or I should implement…
> I earn the respect every day I come in How much of each dollar you make for the company with your hard work do you take home?
Any advice on how to calculate the first?
Re: Agile at 20: The Failed Rebellion
#34I 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…
Agile should include retrospectives, and retrospectives should allow your team to change anything within the process as you need.
In fact, all agile needs is good retrospectives, and all the rest you can decide there.
Re: Agile at 20: The Failed Rebellion
#35Interestingly, one of the point in the manifesto says "Individuals and interactions over processes and tools", yet there are all sorts of processes and tools that now exists for Agile. What an irony.
The article mentions that as a problem with the industry, not an aspect of Agile itself.
Re: Agile at 20: The Failed Rebellion
#36I 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.
> but it cannot be argued in communist regimes
And here lies the difference: agile includes retrospectives. I It's the only thing you need for agile. And if you don't have that, you don't have agile.
Re: Agile at 20: The Failed Rebellion
#37> 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 curre…
Can you elaborate more on what are the strong points of your PM? Asking for a friend...
Re: Agile at 20: The Failed Rebellion
#38Agile got widespread adoptions because of the micromanagement undertone of it, starting with the daily scrum. It's a slippery slope, way to easy to over do. The risk is it starts something to be gamed/incentivized instead of actual progress.
> Agile got widespread adoptions because of the micromanagement undertone of it, starting with the daily scrum.
I would put things differently: micromanagers leveraged the agile and scrum buzzwords to justify and convey an aura of legitimacy to micromanaging.
I mean, how many orgs forced daily meetings where workers are forced to enumerate what they did and delivered in a short time frame, but mysteriously left out the part where a feedback cycle exists to revise plans other than performance evaluation plans?
Re: Agile at 20: The Failed Rebellion
#39Agile is a generic umbrella term that involves a vast array of complex, subtle knowledge and skills. It's like saying "Engineer", or "Chef". Each has a shared skillset, to be sure. But each category's members can't just work the same way at all jobs, and there's no book on how to be an Engineer or Chef everywhere. The Agile Manifesto is a failure at trying to make Agile happen because it can't tell you how to make it…
> And that's why things like "Agile", "DevOps", etc will fail. I completely disagree. Most team leads and technical managers where I've worked get promoted up from within a highly technical position. I wouldn't have any respect for my team lead or my PM if they didn't know what they were talking about. If my PM is going to try to tell me that I should work on this feature over this other feature or I should implement…
That's a junior approach thinking you know more than your pm and have no respect if they didn't come from your ranks.
In the end if you are difficult you become easy to replace.
Re: Agile at 20: The Failed Rebellion
#40I 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.
People (read: Twitter users)[0] have discussed the parallels between Maoist/Marxist theory and both Agile and extreme programming—albeit less fever-dreamy
[0] A couple of said theory tweets, from memory