Because that’s how it often goes. I find there are two types of scrums in practice. First is when it goes fast, and everybody just says they’re working. There’s no time to give any detail or context so the status update is largely meaningless. Second is when people start giving details about what they’re working on, and that quickly explodes to an hour long meeting.
Interesting… I’ve yet to see a team that didn’t have regular touch bases not having the polar opposite issue, being communication happening in isolated silos and resolvable issues taking too long to bubble up. YMMV, I guess.
My experience is that doing a touch base once a week is sufficient for identifying issues, also it’s not like people can’t communicate directly with each other when they’re stuck. If people aren’t being proactive about that without having to have a daily stand up that sounds like a team culture problem.
because no one follows the damn guide and “scrum” is done so managers can claim the company can work “agile”, because customers dont want “not agile”, customers also dont want to participate in the way it would be necessary for a project thats supposed to follow the scrum guide. that also sounded good for people looking for a new job so hr wants to put that into job descriptions and now everything is scrum and agile and i still have to sneak in refactorings or have to fight to get time to work on our fricking ci pipeline or need to conspire with QA to get them time to work on test automation, because screw the notion that decisions should be done by the people doing the work.
screw “scrum”, and the word “agile” should never have been taught to anyone claiming to be a “manager”, we don’t need managers we need people helping us getting the tools we need and trust that what we do, we do to deliver better solutions and helping us to fascilate constructive exchanges with customers.
we don’t need managers we need people helping us getting the tools we need and trust that what we do
The word “manager” is extremely overloaded and barely says anything about what that person does for its team without knowing how the company operates. Where I work, the person you’re describing would be someone in technical management.
Why is your scrum 1 hour long?
Because that’s how it often goes. I find there are two types of scrums in practice. First is when it goes fast, and everybody just says they’re working. There’s no time to give any detail or context so the status update is largely meaningless. Second is when people start giving details about what they’re working on, and that quickly explodes to an hour long meeting.
Interesting… I’ve yet to see a team that didn’t have regular touch bases not having the polar opposite issue, being communication happening in isolated silos and resolvable issues taking too long to bubble up. YMMV, I guess.
My experience is that doing a touch base once a week is sufficient for identifying issues, also it’s not like people can’t communicate directly with each other when they’re stuck. If people aren’t being proactive about that without having to have a daily stand up that sounds like a team culture problem.
because no one follows the damn guide and “scrum” is done so managers can claim the company can work “agile”, because customers dont want “not agile”, customers also dont want to participate in the way it would be necessary for a project thats supposed to follow the scrum guide. that also sounded good for people looking for a new job so hr wants to put that into job descriptions and now everything is scrum and agile and i still have to sneak in refactorings or have to fight to get time to work on our fricking ci pipeline or need to conspire with QA to get them time to work on test automation, because screw the notion that decisions should be done by the people doing the work.
screw “scrum”, and the word “agile” should never have been taught to anyone claiming to be a “manager”, we don’t need managers we need people helping us getting the tools we need and trust that what we do, we do to deliver better solutions and helping us to fascilate constructive exchanges with customers.
The word “manager” is extremely overloaded and barely says anything about what that person does for its team without knowing how the company operates. Where I work, the person you’re describing would be someone in technical management.