I like some of the concepts of agile and scrum. Two week sprints rather than multi-year projects. Faster turn around on bugs. Having a prioritized backlog so we know what we are doing next. Small standups to get ahead of blockers. Spending less time documenting everything and more time developing. You don’t need a PM or scrum master in those things. A good team lead can do it. If the PM needs an update, they can look at the board.
A lot of the crap that gets add in to it is so freaking useless. There is an AVP at my company that keeps pushing everyone to sign and share team agreements so “there can accountability.” It’s so cringy. If someone is getting stuff done, do you really think having them sign something saying they will do it is going to help? If someone is getting stuff done, then it isn’t going to change anything. It’s infantalizing. So much of it is micromanagement and lack of team trust.
Yeah, I’ve also found that having a great team lead and manager has been better than relying on a dedicated SCRUM master. (Beacuse my favorite SCRUM masters always take a promotion within a year.)
I do require my team to commit to and help me occasionally update a shared values document. I hate teams that don’t have one. Teams have so many unspoken agreements that are genuinely easy to just write down.
That said, I say screw “accountability”. I have the biggest paycheck on the team, so I can afford to keep the accountability to myself. My team has my back because I find them good pay and reasonable hours, not because of our of values document.
The last place i worked at they started pushing the same type of cringe. What made it worse was the PM/BA wasnt actually writing stories. One sprint I had 4 stories with just titles and “TBD” on the description. His boss was mad that my productivity was low when i couldnt do the work they couldn’t describe.
The problem was that my boss was a title hopper and needed to fill his old position and he did it with yes men who wouldn’t stand up for anything. Meant that these yes men were also not the greatest at doing the rest of the job either.
They were expecting me to just do Hero Engineering by not objecting, put in more time and fill on the gap when theu couldn’t do their job. Was the first time in 20 years i ever was reprimanded, been praised at everything else I’ve done. So i knew at that point this was just a toxic place to work.
You are not logged in. However you can subscribe from another Fediverse account, for example Lemmy or Mastodon. To do this, paste the following into the search field of your instance: !programmerhumor@lemmy.ml
Post funny things about programming here! (Or just rant about your favourite programming language.)
Rules:
Posts must be relevant to programming, programmers, or computer science.
No NSFW content.
Jokes must be in good taste. No hate speech, bigotry, etc.
I like some of the concepts of agile and scrum. Two week sprints rather than multi-year projects. Faster turn around on bugs. Having a prioritized backlog so we know what we are doing next. Small standups to get ahead of blockers. Spending less time documenting everything and more time developing. You don’t need a PM or scrum master in those things. A good team lead can do it. If the PM needs an update, they can look at the board.
A lot of the crap that gets add in to it is so freaking useless. There is an AVP at my company that keeps pushing everyone to sign and share team agreements so “there can accountability.” It’s so cringy. If someone is getting stuff done, do you really think having them sign something saying they will do it is going to help? If someone is getting stuff done, then it isn’t going to change anything. It’s infantalizing. So much of it is micromanagement and lack of team trust.
Yeah, I’ve also found that having a great team lead and manager has been better than relying on a dedicated SCRUM master. (Beacuse my favorite SCRUM masters always take a promotion within a year.)
I do require my team to commit to and help me occasionally update a shared values document. I hate teams that don’t have one. Teams have so many unspoken agreements that are genuinely easy to just write down.
That said, I say screw “accountability”. I have the biggest paycheck on the team, so I can afford to keep the accountability to myself. My team has my back because I find them good pay and reasonable hours, not because of our of values document.
The last place i worked at they started pushing the same type of cringe. What made it worse was the PM/BA wasnt actually writing stories. One sprint I had 4 stories with just titles and “TBD” on the description. His boss was mad that my productivity was low when i couldnt do the work they couldn’t describe.
Good job not doing a murder! I don’t know if I could keep my cool at whomever allowed “TBD” to get into an active sprint.
How can you provide acceptable results if there is no acceptance criteria defined? Was “literally reads minds” on your job posting?!
The problem was that my boss was a title hopper and needed to fill his old position and he did it with yes men who wouldn’t stand up for anything. Meant that these yes men were also not the greatest at doing the rest of the job either.
They were expecting me to just do Hero Engineering by not objecting, put in more time and fill on the gap when theu couldn’t do their job. Was the first time in 20 years i ever was reprimanded, been praised at everything else I’ve done. So i knew at that point this was just a toxic place to work.
Sounds infuriating as hell. Props for your use of the past tense :D