Agile is legitimately good and is the bar for how software should be built as a team. Enterprise scrum is objectively bad and I don’t understand how anyone gets any amount of work done under it.
A good summary. Maybe enterprise any framework? SAFe, Spotify or whatever the agency has trademarked
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Who moderates it?
That has nothing to do with scrum anymore
Why do I need to entice you to expand on your position when you should’ve done that from the get-go?
That’s been my experience every time I’ve worked on a team that does scrum. I find the standup is largely useless because you’re not supposed to go into details, but you kind of have to in order to explain what you’re doing. So naturally people give longer updates and the meeting drags on.
I find it’s much more productive to just meet weekly to checkpoint to see where everyone is at and decide on what tasks you want to get done this week. Then just let people organize on their own as the need arises.
I also find that scrum encourages short term thinking. Some tasks need planning and coordination, other times you start working on a task and realize that some other code needs refactoring to accommodate it.
When you have the mindset that you’re only thinking of getting the scrum card finished, you end up just hacking your way around underlying issues instead of fixing them. And the whole project just turns into a ball of mud where stuff just accretes without any vision for what the bigger picture should look like.
I quite enjoyed reading Scrum: The Art of Doing Twice the Work in Half the Time. It’s not the book that people are mad at, it’s the shitty implementation of what management thinks scrum is. Because they never read the book.
Thing is that when practically everybody ends up with a shitty implementation of scrum, maybe it is a problem with the methodology after all. At the very least this indicates that it’s hard to get right in practice. I’ve worked on teams with certified scrum masters who went through training courses, and it was still shit.
I think the methodology is fine and it certainly isn’t complex. It’s just difficult to start using it when the corporate culture isn’t able to adapt and change it’s structures, that’s the hard part. Also a topic in the book.
Scrum is “bottom up” and the scrum master doesn’t manage anyone or anything, they are there to serve the team and get rid of obstacles. The team is empowered. If there’s a “manager” for the team, that’s already a mistake. That role doesn’t exist in scrum.
Sort of like communism
You misspelled capitalism there.
Touche
Oh but you just aren’t doing scrum tm right!!!
/s
I scrum. You scrum. He she me scrum. Scruming. Scrumology. It’s first grade SpongeBob.
I for one just look at my sprint and scrum meetings as pie in the sky goals and just keep working on the task I’m doing with the sprint goals as a “lol”. If I was to follow the sprint goals and deadlines nothing would be working correctly.
This sounds like poor communication between dev and PO.
Depends. I’ve had plenty of tough calls with management laying out the impossibility of desired schedules only to have the Jira board estimates fudged in their favor, or similar, which puts pressure on the team to deliver on timelines they never would have estimated for themselves.
Ultimately it’s a question of who’s working by whose estimates.
Management not admitting time estimates from dev, management not willing to understand dev estimates (to maybe find a smaller solution together) and/or dev committing to not reachable deadlines are not scrum problems.
Kanban is love, kanban is life
Scrum uncovers problems the organisation was not aware of before which is why it has such a bad reputation. „What do you mean I can’t push my feature requesting in to dev when ever I want? I thought we are agile?“
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This just became a fucking job …
