Versatile software engineer with a background in .NET consulting and CMS development. Working on regaining my embedded development skills to get more involved with IoT opportunities.
I wish I could better articulate how I feel about agile. 90% of the teams I have seen "doing agile development" were pretty far off the mark in my opinion. People forget that sprint commitments need to be flexible, since you can't spend forever researching how complex a task will be. These companies often also tend to be very blame-focused and obsessed with finding a team member to be the sacrificial lamb for the failed sprint. It would be kind of funny looking back except it was so toxic I knew people who were considering harming themselves just so they had an excuse to miss work that day.
Too many agile coaches run around preaching blind adherence to their ruleset, complete with cute flashcards to aid in planning. Whatever process a team chooses, it has to serve the team. We shouldn't be following rules and procedures for the sake of rules and procedures; when something fails we need to fix it or get rid of it.
Lately I have been on a project that is way out of my element. After years of doing web applications, I am suddenly doing network engineering, cross-platform desktop development, and a microservice architecture, all within the same project. The client has no idea what we need to make beyond a vague marketing speech. We're having to figure it out as we go along.
Complex projects are complex and I don't know how far product strategy can take us in these situations. As long as a team can be honest and open and trust each other, I just roll with it.
Like so many other things, it's very difficult to take an ideal theory and put it into practice in the real world.
You are right; without trust, there will be no good relationship in the team, only a toxic environment. Transparency is lost. People start playing defense because no one wants to work as a team and collaborate for a goal anymore.
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I wish I could better articulate how I feel about agile. 90% of the teams I have seen "doing agile development" were pretty far off the mark in my opinion. People forget that sprint commitments need to be flexible, since you can't spend forever researching how complex a task will be. These companies often also tend to be very blame-focused and obsessed with finding a team member to be the sacrificial lamb for the failed sprint. It would be kind of funny looking back except it was so toxic I knew people who were considering harming themselves just so they had an excuse to miss work that day.
Too many agile coaches run around preaching blind adherence to their ruleset, complete with cute flashcards to aid in planning. Whatever process a team chooses, it has to serve the team. We shouldn't be following rules and procedures for the sake of rules and procedures; when something fails we need to fix it or get rid of it.
Lately I have been on a project that is way out of my element. After years of doing web applications, I am suddenly doing network engineering, cross-platform desktop development, and a microservice architecture, all within the same project. The client has no idea what we need to make beyond a vague marketing speech. We're having to figure it out as we go along.
Complex projects are complex and I don't know how far product strategy can take us in these situations. As long as a team can be honest and open and trust each other, I just roll with it.
Thank you for sharing your experience!
Like so many other things, it's very difficult to take an ideal theory and put it into practice in the real world.
You are right; without trust, there will be no good relationship in the team, only a toxic environment. Transparency is lost. People start playing defense because no one wants to work as a team and collaborate for a goal anymore.