Re:Sensible Software Engineering
by gav on Sunday March 03, 2019 @05:32PM
(#19297366)
The majority of issues I see with Agile and Scrum is that it's a process added by people external to the teams and it's treated as a rigid process to be followed.
I've worked with teams who have had to suffer through a 45-minute standup every morning that was immensely painful. They were just following the process as best as they understood it from a couple of days with an "agile coach" and didn't really understand what being agile really meant.
> Managers who don't themselves write any code, but micromanage their workers with their version of Scrum, are the worst.
I don't think anyone would disagree on the evils of micromanaging, but as a manager that doesn't code, I think that managers who do code are depriving their teams of the most valuable thing they have to offer--their support. If you take on a coding task and put yourself on the critical path of that sprint's work, you have to commit to putting the hours in to get it done. This is not a good use of your time.
This is the difference between a manager and a Tech Lead.
I've worked with teams who have had to suffer through a 45-minute standup every morning that was immensely painful. They were just following the process as best as they understood it from a couple of days with an "agile coach" and didn't really understand what being agile really meant.
> Managers who don't themselves write any code, but micromanage their workers with their version of Scrum, are the worst.
I don't think anyone would disagree on the evils of micromanaging, but as a manager that doesn't code, I think that managers who do code are depriving their teams of the most valuable thing they have to offer--their support. If you take on a coding task and put yourself on the critical path of that sprint's work, you have to commit to putting the hours in to get it done. This is not a good use of your time.
This is the difference between a manager and a Tech Lead.