Anakin Padme meme:
Anakin: I will use agile to plan my project
Padme: 2-3 sprints ahead right?
Anakin:
Padme: 2-3 sprints ahead right?
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“No deviations will be approved from this year’s Agile product roadmap!”
This year’s? We can’t even make it through this sprint’s roadmap without a deviation.
Bonus points if it’s C-suite crashing the sprint.
Every dev loves agile until they have to have a conversation with the users.
Bias on show : trad PM from the past .
As a dev, I think agile works best when there’s an ongoing conversation with the users, and I usually have to fight with management to get to speak to those actual users.
Tru dat. Agile product management is not the same as agile project management. Agile Project Management is about the ability to figure and changes things along the lines of the predetermined cost and time path (e.g. figuring out features required along the way), not about the agility to prolong/shorten product value proposition time to market.
2-3 sprints?! Y’all really flying by the seat of your pants out here huh?
My teammates and I have no trouble planning multiple quarters in advance. If something crops up like some company wide security initiative, or an impactful bug needing fixed, etc then the related work is planned and then gets inserted ahead of some of the previously planned things and that’s fine because we’re “agile”.
I delivered a thing at the end of Q3 when we planned to deliver at the start of Q3? Nobody is surprised because when the interruptions came leadership had to choose which things get pushed back.
I love it. I get clear expectations set in regards to both the “when” and the “what”, and every delay/reprioritization that isn’t just someone slacking was chosen by management.
That’s not agile.
It’s not bad, it’s just not agile. Agile exists for projects where that simply isn’t possible. Its sacrificing a bit of potential best-case productivity to ensure you don’t get worst-case productivity.
The challenge is, in a real org of some size, you’ll suddenly get marketing or customer success asking you for commitments that are very far out, because ad slots have to be booked or a very large customer renewal is coming up.
And some of the normal coping mechanism (beta-branch that spins off stable feature to the general release branch) don’t work for all those requests.
Try as you might, you are going to get far off deadlines that you have to work towards. Not for everything but for more than you’d like.
The stupidly easy solution is to just give them stuff that has already been successfully delivered to production to market, 9 months from now. There’s invariably a huge backlog of years worth of successes that marketing wasn’t even aware of.
Yeah, I agree that might work if the marketing team isn’t that connected to the product. I’ve not worked with a marketing team where that would work, but maybe it will for some. It doesn’t change the “massive customer will only renew if” scenario, though.
I’ve not worked with a marketing team where that would work, but maybe it will for some.
I’ve never been anywhere that I thought it would work, but it ultimately did, almost everywhere.
I’ve found it takes a few iterations, but the marketing folks in on it love being the ones who actually can reliably deliver on their promises.
It doesn’t work for the marketers that promise whatever they please without talking to dev, but I don’t find them to be worthwhile professional allies, so I don’t sweat it.
It doesn’t change the “massive customer will only renew if” scenario, though.
Very true. It doesn’t help with that case, and that one does happen. I’ve had the best luck saying “we don’t do that, but we’re scrambling to add it” in that situation.
We work in sprints but plan on roadmaps based on quarters one year into the future. So basically we just combine the worst of both worlds.
“Oh we have bugs from feature XY from last sprint? Never mind we need to follow the roadmap, we can fix it next quarter”
Fuck, I hate it so much
Who the hell came up with that? 😂 I’m sorry, but that’s hilarious.
Not sure about GP, but that’s basically what we did under “SAFe” (Scaled Agile Framework). PI planning means taking most of a sprint to plan everything for the next quarter or so. It’s like a whole week of ticket refinement meetings. Or perhaps 3 days, but when you’ve had 3 days of ticket refinement meetings, it might as well be the whole work week for as much a stuff as you’re going to get done otherwise.
It’s as horrible as you’re thinking, and after a lot of agitating, we stopped doing that shit.
SAFe SCRUM is a fucking scam. Anyone who proposes it as a solution to a problem is out of touch and doesn’t recognize a waterfall when they see one
I can’t pinpoint the exact problem, but corporate agile destroyed software development for me. I completely lost the fun developing software as an employee. I had the most fun on my first project, which was a waterfall one.
The problem is that people realized that they could sell agile training to middle management if they changed it to be about making middle managers feel empowered and giving progress visibility to upper management.
ugh. we plan user stories by quarters and everything after sprint1 is just generic garbage because it generally depends on the results of sprint1.
Lol imagine having management that give a shit about anything but firing as many workers as possible to make themselves look better. Deloitte can suck my fat fucking balls.
I worked for a company that Deloitte had contracts with. I thought they were shit only in Brazil but it looks like they are worldwide.