Scrum is not for you; it is for management. Software developers will continue to be exploited by management. It's an exploitation framework, not an engineering framework. I know it's easy for me to say, but save up and go independent, or look for a lower salary job that doesn't have such nuisance.
The Daily Scrum is not intended to be, nor defined as, a check-in. The Scrum Guide describes it as “for the Developers”, who can “select whatever structure and techniques they want”, and the PO and SM are actively involved only if they are actively working on items in the Sprint.
Think of it as the developers just huddling to ask “what’s the latest and any problems we need to deal with to meet our sprint goal?”
I acknowledge that it is taught, coached, and practiced horribly by the majority. Having seen and been a part of well performing Scrum teams, I hate to see people miss out on the opportunity it provides due to others’ misapplication.
I agree with you Adam. For me I think the thing I am really over is the lack of trust. The go around the room style of stand-ups is so demeaning. It takes my voice away by shoving me into its format and doesn't really accomplish anything. I think agile has turned into BS over the years. It's time to explore new methods.
In non-coding coroorate environments I've seen similar. The top down impositions are met, variously with brown-nosed enthusiasm, passive agression and sullen indifference. It's a reliable indicator of a worker bee mentality.
In the knowledge economy, management often suffers from the existential anxiety that they don't know what the hell workers are doing (often even what they are supposed to be doing) because they are so busy meeting with each other. Very often they are superintending work on poorly defined problems that defy easy division of labor. To assuage the anxiety they are prone to rely on observable activity, such as lines of code, meetings, email responsiveness and, recently, keeping tabs of time visible in the office. Another favorite is metawork such as elaborate project progress reporting for all the poorly understood and organized work.
The alternative is often just as scary—tell employees what you think the problem is and ask them to come back and define it. Ask them to divvy up the work on an on-going basis. Ask for them to be obstacles and recommendations to you for decision, then make a damned decision.
In other words, treat them like professions rather than assembly line workers (or any other workforce with finely specialized, fully rationalized and tangible standards). A professional sets the time, method and manner of work. Everyone else is a servant.
In my team we all vibe with each other and it is okay to mention that you felt like you didn't do anything, only small things. We also work remotely for 3-4 days in the week so it is nice to see my collegues on a regular basis. But I do understand that sometimes it feels like it is not useful at all.
He definitely has no idea about SCRUM. Really not. I have been doing SCRUM very successfully since 2010. Compared to all the others, the efficiency is 3-8 times higher. In addition, the life balance of all employees is about twice as good as that of everyone else.
The fact that it is possible is one of the key elements for success!
Scrum is not for you; it is for management. Software developers will continue to be exploited by management. It's an exploitation framework, not an engineering framework. I know it's easy for me to say, but save up and go independent, or look for a lower salary job that doesn't have such nuisance.
The Daily Scrum is not intended to be, nor defined as, a check-in. The Scrum Guide describes it as “for the Developers”, who can “select whatever structure and techniques they want”, and the PO and SM are actively involved only if they are actively working on items in the Sprint.
Think of it as the developers just huddling to ask “what’s the latest and any problems we need to deal with to meet our sprint goal?”
I acknowledge that it is taught, coached, and practiced horribly by the majority. Having seen and been a part of well performing Scrum teams, I hate to see people miss out on the opportunity it provides due to others’ misapplication.
I agree with you Adam. For me I think the thing I am really over is the lack of trust. The go around the room style of stand-ups is so demeaning. It takes my voice away by shoving me into its format and doesn't really accomplish anything. I think agile has turned into BS over the years. It's time to explore new methods.
In non-coding coroorate environments I've seen similar. The top down impositions are met, variously with brown-nosed enthusiasm, passive agression and sullen indifference. It's a reliable indicator of a worker bee mentality.
In the knowledge economy, management often suffers from the existential anxiety that they don't know what the hell workers are doing (often even what they are supposed to be doing) because they are so busy meeting with each other. Very often they are superintending work on poorly defined problems that defy easy division of labor. To assuage the anxiety they are prone to rely on observable activity, such as lines of code, meetings, email responsiveness and, recently, keeping tabs of time visible in the office. Another favorite is metawork such as elaborate project progress reporting for all the poorly understood and organized work.
The alternative is often just as scary—tell employees what you think the problem is and ask them to come back and define it. Ask them to divvy up the work on an on-going basis. Ask for them to be obstacles and recommendations to you for decision, then make a damned decision.
In other words, treat them like professions rather than assembly line workers (or any other workforce with finely specialized, fully rationalized and tangible standards). A professional sets the time, method and manner of work. Everyone else is a servant.
In my team we all vibe with each other and it is okay to mention that you felt like you didn't do anything, only small things. We also work remotely for 3-4 days in the week so it is nice to see my collegues on a regular basis. But I do understand that sometimes it feels like it is not useful at all.
Such nonsense.
He definitely has no idea about SCRUM. Really not. I have been doing SCRUM very successfully since 2010. Compared to all the others, the efficiency is 3-8 times higher. In addition, the life balance of all employees is about twice as good as that of everyone else.
The fact that it is possible is one of the key elements for success!