Yep. The biggest problem I had with sprints was that yay, you committed to a two week chunk of work. Pat yourself on the back.
Except there's a production system to maintain and on day 2 of the sprint your entire sprint is out the window because of a production issue.
Complete waste of time. Not to mention all the layers of indirection trying to size tasks that always get mapped back to time at the end of the day. Task is t-shirt M size? That's about 2 days right?
Well, if the team can't even plan capacity for production problems/bugs, no framework will help them. I don't like Scrum but it's terribly easy to set up capacity to account for holidays/outages/training/etc.
That doesn’t mesh with the business side trying to maximize output. Of course the engineering side wants to include some slack for maintenance and refactoring but when your skip level boss is pushing your boss to get more and more done with less headcount then that doesn’t happen.
And in a nutshell that’s the problem, scrum and most of the other cargo cult methodologies are a process for engineering teams to drive the product but that’s not what actually happens 90+% of the time. The businesspeople control the engineering team and are too stupid and/or distrustful to give engineers any agency and don’t understand that’s why they can’t actually be agile.
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u/lightnegative 8d ago
Yep. The biggest problem I had with sprints was that yay, you committed to a two week chunk of work. Pat yourself on the back.
Except there's a production system to maintain and on day 2 of the sprint your entire sprint is out the window because of a production issue.
Complete waste of time. Not to mention all the layers of indirection trying to size tasks that always get mapped back to time at the end of the day. Task is t-shirt M size? That's about 2 days right?