• Anti-Antidote@lemmy.zip
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    1 year ago

    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.

    • quicken@aussie.zone
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      1 year ago

      A good summary. Maybe enterprise any framework? SAFe, Spotify or whatever the agency has trademarked

    • quicken@aussie.zone
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      1 year ago

      The early days of scrum was very anti management. Self organising teams have no need for managers. But they soften all that and it took off

  • Neil@lemmy.ml
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    1 year ago

    Our new 15 minute daily scrum meeting has become a 30-45 minute meeting every single day first thing in the morning. I’m feeling micro-managed and it’s frustrating me more and more each passing day. It’s been 3 days of scrum so far.

    • ☆ Yσɠƚԋσʂ ☆@lemmy.mlOP
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      1 year ago

      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.

      • Neil@lemmy.ml
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        1 year ago

        Why do I need to entice you to expand on your position when you should’ve done that from the get-go?

    • ☆ Yσɠƚԋσʂ ☆@lemmy.mlOP
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      1 year ago

      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.

      • fer0n@lemm.ee
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        1 year ago

        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.

        • space_comrade [he/him]@hexbear.net
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          1 year ago

          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.

          Yeah but that’s almost every company ever. At what point do you blame the methodology then if it doesn’t work properly almost anywhere?

          I feel like scrum and agile in general are almost religions at this point, just blind belief in a system you haven’t really seen work properly ever but you still believe in it.

          • fer0n@lemm.ee
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            1 year ago

            I get your point and maybe there’s a better alternative to scrum that keeps the culture and structure intact.

            I might be wrong here, but as I see it scrum is fixing problems by changing the team structure itself. If that structure is really the main issue, you can’t not make that structure change, call it scrum when it actually has nothing to do with it, and then blame your inability to adapt on the methodology you’re not using. Because there are teams that are able to adapt and use scrum successfully.

            • space_comrade [he/him]@hexbear.net
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              1 year ago

              I don’t think you can truly change anything with these methodologies. At the end of the day most companies are still privately owned companies, and you as a developer will do what the owners and/or the managers tell you to do. The owners aren’t going to delegate important decisions to developers unless it’s a really technical thing. The part where “developers take control” in scrum is bullshit and always will be by necessity of how our economic system works.

              I feel like Scrum and similar stuff just serves to obfuscate real material relations in the company that aren’t going to change no matter how many story points you assign to this or that or how many scrum masters you have. Also it makes micromanagement easier I guess.

              • fer0n@lemm.ee
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                1 year ago

                If you haven’t already, I’d encourage you to take a look and read the book. At the very least it’s some interesting stories being told.

                • space_comrade [he/him]@hexbear.net
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                  1 year ago

                  I don’t read such books because they’re almost always written by “consultant” grifters trying to make money off of proselytizing the latest bullshit corporate fad. And it’s almost never based on actual data or a coherent theory, just gut feelings and a few anecdotes. My own felt experience and that of my colleagues is enough to confirm that it’s all just corporate ideology bullshit.

              • fer0n@lemm.ee
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                1 year ago

                Developers don’t take control in scrum. They are empowered to work autonomously, which is a big difference. Devs provide the complexity of stories and the PO decides in what order the team is tackling them.

                Scrum doesn’t mean everyone just does whatever they feel like.

                • space_comrade [he/him]@hexbear.net
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                  1 year ago

                  They are empowered to work autonomously, which is a big difference.

                  That means nothing to me. Just platitudes. I’ve never felt “empowered to work autonomously” in scrum.

  • Ensign Rick@startrek.website
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    1 year ago

    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.

      • jadegear@lemm.ee
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        1 year ago

        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.

        • wellnowletssee@sh.itjust.works
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          1 year ago

          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.

  • wellnowletssee@sh.itjust.works
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    1 year ago

    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?“