Re:Kanban – The Secret Engineer Killer
by fleitz on Sunday July 28, 2013 @11:31PM
(#6119215)
It's easy for product and marketing to convince engineers by demonstrating results. Usually they come up with some stupid idea, engineers waste time building it, and then it fails. But instead of letting it die, they add yet more sub-features to their stupid fucking feature no one wants.
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This is a sure sign of a broken PM group (and product dev team in general). Great teams are made of equal parts PM, Eng, Design and a group of folks who can actually position and sell a product.
For sure, which is the fundamental reason why kanban doesn't work.
If you have good teams basically all you need is a thin layer of process that prevents total chaos, kanban is a good fit for that, but most teams implement kanban in a cargo cult manner.
I've worked on sales driven teams where I fundamentally trusted the sales guy because when he said if you make feature X I can sell it for $Y dollars and we made bank doing that.
Conversely I've worked on teams where everyone was trying to avoid being fired and would only make decisions that were defensible, eg. company X is doing Y so lets do Y, resulting in the usual follow the leader failure.
Yes. I think they are related to the "scrumdamentalists" who I have written about in the past as well.
See -- The Holy Scrum War - http://blog.aha.io/index.php/the-holy-scrum-war/