Manager: How come the push to prod didn’t happen?

Dev: We told you at the scrum yesterday. To reiterate, our dev environment was crashing so it’s not safe to push to prod until that is fixed.

Manager: Ok well lets set a goal to fix that and push to prod happens today so that it guaranteed happens.

Dev: That was our goal yesterday and it definitely didn’t happen.

Manager: I AM AWARE OF THAT. The corrective action is that this time compliance with the goal is 100% ABSOLUTELY MANDATORY!!

Dev: We’ll do our best, can’t guarantee anything until we figure out what the nature of what is occurring on dev though.

Manager: NO. I AM THE BOSS. YOU WILL 100% ABSOLUTELY COMPLY WITH THIS. THAT IS AN ORDER. YOU WILL SUCCESSFULLY GET THIS UPDATE OUT TO PROD TODAY. ANYTHING LESS THAN THAT SHALL BE CONSIDERED INSUBORDINATION. I WANT STATUS UPDATES EVERY 15 MINUTES ON WHERE WE ARE AT WITH THIS.

Dev: …

Dev: Can I get you to send me that request in an email?

*Manager leaves the meeting*

// *****************************

Job search is ticking along. It’s tough going though because I currently make ~120k and the best offers I’ve received so far are all ~70k because “You only have 2 years experience so you couldn’t possibly have the skills to be worth 120k. You are are junior level developer and 70K is already overpaying for you. We can pay you more later™. No we will not give you that in writing”. Ah well, the hunt continues.

Didn't finish morning run in time for morning scrum call. Looks like I'm answering the call from here.

Scrum Master: Let's estimate the task. Chose your estimations individually, then we will reveal at the same time and discuss
- variety of votes, ranging from 1 to 8
Product Owner: I don't agree, this should be a 1 or 2.
Dev Team Lead: Agreed, this is why I chose 2. Let's vote again.
- All votes now are 1s or 2s

Good fucking job 🤨

Last week we made jira tickets to create jira tickets

Manager: we should arrange regular catchups, I have several Monday morning, how about 10:30, that'd be 9:30 your time?

Me inside: dude, we both know I struggle to be up in time for the scrum at 10, do you really think I'm going to be any better at 9:30?

Me outside: How about 10:30 after scrum?

Manager: OK, that works, I have half an hour between meetings

Me: Thank fuck.

I manage a team of engineers.

Toxic Culture Post #2:

Manager: Everybody on your team needs their own swimlane in Jira. Each person's work should be their own lane. When I have a ticket for <Project A> I want to make sure that <Bob> always gets it, all tickets for <Project B> must go to <James>. You'll need to figure out which team member will handle <New Project C> and create their personal swim lane.

Me: That's not really how SCRUM works. Actually, that's not how teamwork works. You're creating silos and we all need to learn how to do these tasks. We're a cross-functional team, and each team member brings their own unique talents to the whole process.

Manager: So you'll create the swimlanes?

Me: No

Manager (to Bob): You'll be devoted to <Project A> from now own. It's the only work I expect you to do. All work for that project will be yours.

Likewise, my manager also reached out to each team member and assigned them specific tasks, furthering the silos.

Why does Scrum feel like micromanagement?

I seriously hate daily standup, ours go on for half an hour, sometimes longer and I have to listen to completely unrelated shit I don't know anything about. I cannot explain how disconnected I feel. I'm the only dev working on their website. Some days I don't even need to check in, I have nothing to say.

Send help..

The project we're currently working on:

- an angular codebase that's broken beyond recognition - nothing's working as it should

- user stories are estimated in hours, but estimations are treated as hard facts. Since the app is so broken, everything takes longer than usual and it's almost impossible to consider every potential hardship during refinements, therefore, we constantly need more time than we have estimated

- retrospectives (intentional plural here, since one time isn't enough) are used to discuss why we cannot manage to finish tickets within the estimations

- the design was made beforehand and is extremely inconsistent and inaccessible

- if you open a new ticket, you need to add a reason for why this ticket is needed - in addition to the ticket description..

- The moment you move a ticket to QA, the "Scrum Master" breathes down your neck, shoving new tickets in your face. Despite having to finish up the other two you're still working on

- multiple teams are working on the application, but - of course - communication is overrated.

I could go on, but I'm too tired..
We were supposed to help the client for a couple of months - we're close to a year now and still nowhere near done.

I work for healthcare client project in a start up, worked two years straight without a break.

Client is very inconsiderate about developers work-life balance, he always wants to release every features yesterday.

Never had a reasonable deadline, worked late nights most of the time. No one had backbone to control this client from our side.

Its only developers team, no project management, scrum masters or anything, everything has to be taken care by Dev's.

I decided to take a week break from work.

The first day of my leave he pinged me 3 times to change an "from email" address for notification email which no one give a damn about.

I never replied or did anything. But the part of myself is dying of guilt.

Now I can't relax myself completely.

Re-thinking of my life choices atm.

I loved programming since high school, I can work on computers 24/7 without tired. That's how much I love it. Now I'm just tired of it.

If anyone who read this till here. Thank you.

Scrum master asks how I'm doing and how I'm finding the project I'm working with.

I complain about the lack of documentation and that it kills me (well, kills my brain with increased migraines) due to my Asperger's as I need CLEAR instructions and not ~something~ I need to piece together from asking from 5-10 different people who all know some minor part of the final answer.

"*You* could do the documentation, lankku, while you're figuring it out!"

Just...FML.

And the reason I was trying to find out this one thing related to a completely different repo I have never worked on was because I was trying to write documentation for something totally different that just needs a login redirect from this different repo. <.<

the amount of micromanagement enforced in our scrum routine is getting ridiculous... but the PM seems to be happy with this

so am 23 , with a work experience of 1.5 years (1 year at b2c cumpany, 6 months at current b2b company) and am kinda uncomfortable with the comfort in my job.

tldr : my company has a work heaven and a very boring product , the nature of tasks makes me feel like a glorified QA and i am kinda feeling like wasting my 20s. should i quit?

my last company used to keep me on toes. they had this massive multi module fast evolving android app on which i used to work. it was made with latest techs from 2021/+ and combined with a lot of modules/architecture, it was very overwhelming at first.
i used to work 12+ hours everyday , not because of any pressure ( the pressure to execute fast was there, but the team was very helpful and understanding) , but because i liked to learn and explore.
at the end of my journey with them, i left with a lot of good memories with helpful seniors, a great knowledge of android dev and an unsatisfactory amount of bank balance.

my current company is... i guess ok. the work here is awkward. the product is made of either legacy techs(large verbose java project in which even concurrency or image downloading classses are written in project and not any 3rd party library) or techs that i don't find interesting ( unity , react native , flutter, etc projects that are just wrapper over native sdks)

its heen 6 months here and the growth for me here seems weird.

- i mean i can say i got to work on different techs but 1) am not becoming a master or anything useful in those techs . and 2) i already know a frontend framework i.e native android which i like and was growing in it.

- most tickets are client side tasks : client is unable to use some feature/product > i ask for their logs / app and weather they followed the docs/sample > they say we did> i check the logs which indicates that they didn't > i inform them the step and they are back to being happy. but most of the times i am also clueless and get to the conclusions after discussing with my seniors

- the non client tasks that i got were also not very interesting : one ticket was included testing out all sdks and 3rd party integrations and make a csv of what features are available in each . another was about creating a cicd pipeline that was kinda okay. but now its done so am guessing am back to making it useful by adding more unit tests :/

- however the work environment is very good i guess? daily scrum happens on MWF only, i get literally 0 meetings if not urgent on TT . apart from sat/sun and general festivals, the 3rd monday of every month is off . plus i get 2 additional paid leaves every month that gets can be carry forwarded for 11 months. in a nutshell, i feel like being the son of a school principal in school.

- pay is good , i switched here for an almost 100% hike

i have tried to utilise my time in learning different tech stacks (working on android all the time feels like unworthy) but i am not getting a kick. the satisfaction that i got in writing code that is immediately being used by 5 million people gave me the kicker to learn more and more.. but now am just feeling like being on a extended vacation where i have to sometimes wash utensils.

should i start interviewing with other companies? it's not like my current company is some well established corporate to always keep less worthy resources like me around. i am definitely worth getting the axe on the next possible layoffs

Refinement? Let's do some planning. Review? Planning! Planning? Planning!!1

Why the fuck is every team meeting A FUCKING PLANNING SESSION WITH STAKEHOLDERS!!1 KEEP THOSE ASSHOLES OUT! AAGh fucking useless product owners!

I'm getting tired of coding. Not really the coding part, the dealing with people who tell me what to code and why part. Sort of considering making a move into a scrum master or PM role just so I can get fired when I say "No, we're not changing everything they've been working on in the middle of the sprint" or maybe "Yeah, no we're not going to put in a bunch of tickets to change the UI/UX without first talking to the designers, because that's what they do. Yes, I realize we aren't Facebook, but do you realize we "compete" with them because a huge number of people will compare our usability to theirs? (even if just subconsciously)"

Oh my fucking god, we're doing SCRUM, why does every task get stuck in review limbo and take a sprint and a half minimum because of it.

I was in a company (if you can call it that) for 3 months but I didn't exactly have a good selection process and I was even afraid to get paid for the first month. They made me install Hubstaff (or new slavery), I was in a project that mixed too many technologies, we were not clear who was making the decisions and finally they fired me this week, you don't know how happy I am.

This new Engineering manager wakes up everyday joins the scrum and comes to scream

Does anyone have experience on just "taking" the team organizer slot? My current team meetings are just nuts. A lot of ummms and awkward silences no structure and each runs at least 100% longer than the allotted time. No preparations are made before the meetings. The oldest team member has only been with the company like 1,5 year. I crave more organization

Never trust organizations who claim to have adopted the agile mindset, saying they use SAFe or Scrum or w\e, unless the teams themselves say that they have full autonomy for the release process. Because the upper management is not agile. Especially in older organizations. Typically they are the ones who will have the final say if teams don't have autonomy.

As a consultant, I joined a team on an organization who says that they're using SAFe. "Scaled Agile Framework". There is absolutely nothing agile in that horrid process.

Agility only happens at the team level. That's where we seem to improve the ways of working. Levels above, nothing happens.

I've been on this team for a year and we haven't released ANYTHING to customers. So those "release trains" are sitting on their stations.

Upper management refuses to green light a product release to customers that doesn't contain everything they want in it. In their mind they have the "perfect product" in mind and it needs to be perfect before it can be delivered to anyone. Fighting them on that idea has proven pointless. They don't understand what an agile mindset it. At the moment we are providing zero value to customers.

The MVP release date has been pushed for over 6 months now because nobody can come to a conclusion as to what needs to be finished before the release. They can't accept that we'd just release it now and keep iterating it. Everyone from the team members to the organization leader to their grandmother has to green light a release. People argue about minor nuances. Semantics. Big manual regression tests are needed to make sure that everything works. When a minor bug appears, PO's lose their minds and start calling out developers to investigate and fix it, and to set up more gateway checks that these things don't happen.

Organizations don't adapt the agile mindset very easily. Frustration sets in. Waterfall is forever.

Help. We're starting to feel the effects of unnecessary micromanagement.

We're a small startup. The kind with less than 10 devs spread across different domains. We've been fine with a Kanban approach as the velocity/flow of deliverables don't necessarily warrant a Scrum approach yet.

Our boss has been wanting to adopt Scrum-style sprints, even shoved and assumed that were doing these sprints and demanding Scrum-style reports (and meetings!!!) when they are, in reality,
1) unnecessary
2) a waste of time

Absolutely none of the team members want this. But our boss insists on having it. We like our boss, but lately things are getting out of control

What can we do to mitigate and prevent this?

How to handle a company in which I work as a junior android dev for the past 7 weeks where there is zero mentoring?

I have 2.5 year experience in android dev and then I had a 1.5 year gap. I was looking for a company where I can get back on track, fill my knowledge gaps and get back in shape. So I accepted lower starting salary because of this gap that I had. Me and manager agreed that I will get a 'buddy' assigned and will get some mentoring but nope..

70% of my scrum team with teamlead are overseas in USA and I have just 2 senior colleagues from my scrumteam that visit office only once a week. Ofcourse there are other scrum teams visiting office daily but I personally dread even going to office.
Nobody is waiting for me in there. What's the point if when I need to ask something I have to always call someone? I can do it from home, no need to go to the office.

My manager dropped the ball and basically disappeared after first 2 days of helping me setting up, we had just two biweekly half-assed 1on1’s where he basically rants about some stuff but doesn’t track my progress at all. I bet he doesn’t even know what I’m working on. Everything he seems to be concerned about is that I come to work into office atleast 3 days a week and then I can work remaining 2 days from home.

I feel like they are treating me as a mid level dev where I have to figure out everything by myself and actual feedback is given only in code reviews. I have no idea what is the expectation of me and wether Im doing good or well. Only my team business analyst praised me once saying that I had a strong onboarding start and I am moving baldly forward… What onboarding? It was just me and documentation and calling everybody asking questions…

My teammates didn't even bother accepting me into a team or giving me a basic code overview, we interact mainly in fucking code review comments or when I awkwardly call them when I already wasted days on something and feel like I'm missing some knowledge and I am to the point where I don't cere if they are awkward, I just ask what I need to know.

Seriously when my probation is done (after 6 weeks) I'm thinking of asking for a 43% raise because I am even sacrificing weekends to catch up with this fucked up broken phone communication style where I have to figure out everything by myself. I will have MR's to prove that I was able to contribute from week 1 so my ass is covered.

I even heard that a fresh uni graduate with 0 android experience was hired just for 15% les salary then me. I compared our output, I am doing much better so I definetly feel that Im worthy of a raise. Also I am getting a hang of codebase and expected codestyle, so either these fuckers will pay for it or I will go somewhere else to work for even less salary as long as I get some decent mentoring and have a decent team with decent culture. A place where I could close my laptop and go home instead of wasting time catching up and always feel behind. I want to see people around me who have some emotional intelligene, not some robots who care only about their own work and never interact.

This is more of an advice seeking rant. I've recently been promoted to Team Leader of my team but mostly because of circumstances. The previous team leader left for a start-up and I've been somehow the acting Scrum Master of the team for the past months (although our company sucks at Scrum generally speaking) and also having the most time in the company. However I'm still the youngest I'm my team so managing the actual team feels a bit weird and also I do not consider myself experienced enough to be a Technical lead but we don't have a different position for that.

Below actions happen in the course of 2-3 months.

With all the things above considered I find myself in a dire situation, a couple of months ago there were several Blocker bugs opened from the Clients side / production env related to one feature, however after spending about a month or so on trying to investigate the issues we've come to the conclusion that it needs to be refactorised as it's way too bad and it can't be solved (as a side note this issue has also been raised by a former dev who left the company). Although it was not part of the initial upcoming version release it was "forcefully" introduced in the plan and we took out of the scope other things but was still flagged as a potential risk. But wait..there's more, this feature was part of a Java microservice (the whole microservice basically) and our team is mostly made of JS, just one guy who actually works as a Java dev (I've only done one Java course during uni but never felt attracted to it). I've not been involved in the initial planning of this EPIC, my former TL was an the Java guy. Now during this the company decides that me and my TL were needed for a side project, so both of us got "pulled out" of the team and move there but we've also had to "manage" the team at the same time. In the end it's decided that since my TL will leave and I will take leadership of the team, I get "released" from the side project to manage the team. I'm left with about 3 weeks to slam dunk the feature.. but, I'm not a great leader for my team nor do I have the knowledge to help me teammate into fixing this Java MS, I do go about the normal schedule about asking him in the daily what is he working on and if he needs any help, but I don't really get into much details as I'm neither too much in sync with the feature nor with the technical part of Java. And here we are now in the last week, I've had several calls with PSO from the clients trying to push me into giving them a deadline on when will it be fixed that it's very important for the client to get this working in the next release and so on, however I do not hold an answer to that. I've been trying to explain to them that this was flagged as a risk and I can't guarantee them anything but that didn't seem to make them any happier. On the other side I feel like this team member has been slacking it a lot, his work this week would barely sum up a couple of hours from my point of view as I've asked him to push the branch he's been working on and checked his code changes. I'm a bit anxious to confront him however as I feel I haven't been on top of his situation either, not saying I was uninvolved but I definetly could have been a better manager for him and go into more details about his daily work and so on.

All in all there has been mistakes on all levels(maybe not on PSO as they can't really be held accountable for R&D inability to deliver stuff, but they should be a little more understandable at the very least) and it got us into a shitty situation which stresses me out and makes me feel like I've started my new position with a wrong step.

I'm just wondering if anyone has been in similar situations and has any tips or words of wisdom to share. Or how do you guys feel about the whole situation, am I just over stressing it? Did I get a good analysis, was there anything I could have done better? I'm open for any kind of feedback.

I hate my scrum calls so much. People go into the fucking weeds and the scrum master is so clueless. Doesn't stop them and let people ramble. Jesus christ.

If scrum calls last more than 10 minutes, I think you're doing it wrong.

UUUUUUUUSELES PRODUCT OWNER! "Backlog refinement" .. let's do planning! Who does what next sprint?! What about this epic, how is it coming along?! LOOK AT THE FUCKING BACKLOG! USELESS CUNT!

Scrum masters are a joke. I think we should take half of their salary and tack it on to the tech lead and let him run the show.

Returning to tech after 3 years working with agile, training and coaching Scrum, Kaban and XP practices. Applying for team leadership positions. Advice?

What is the point of doing retros and giving feedback, if the fucking scrum master is not going to enforce it?

I hope we can rid of this stupid scrum master position. Don't get me wrong we need managers, but we don't need glorified task readers.

It’s me or Scrum trivialize developer’s skill development? My company replaced almost all the training with Googling and “peer to peer training” in which some junior with no teaching experience prepares a presentation/lesson on some technology and then shows it to others.
Following this logic with all the true crime which I’ve watched I should be a detective.

1 - Correct me if I’m wrong, but in true Agile, a product owner ought to be able to interact directly with the dev team, and vice versa, in the card/conversation/confirmation process of creating, estimating, and executing the user stories, correct?

2 - If Company “A” contracts with Consultant “A” to have software developed, and then Consultant “A” then contracts with Company “B” who then contracts with Consultant “B” to do the development, who would you define as the Product Owner?

3 - If Company “B” is barring Consultant “B” from talking with Company “A” and Consultant “B”, is Agile even possible?