So before I resign from my job tomorrow I thought I'd talk a little about a couple of things at work that I won't ever tell my boss in person but are generally some of the reasons I want to leave.

---------- warning long rant ----------

1. The CEO of the company finds out I only have my learner's and take the bus, goes on to belittle me about taking the bus.

(It may have been meant as a joke but I was offended, and we don't have any actual HR to complain to)

First off my real reason for not getting my restricted is mostly related to the fact public transportation does the job it needs to, I don't really complain unless the planning is fucked up (Adele concert rant lol) but typically I don't need a car. The other reason is because with a car I'd have to wait in traffic 1-2 hour each way. Also cars cost money which I don't have.

2. CEO buys himself and general manager brand new Range Rovers, you know those giant monstrosities box jeep looking things.

I hate this because I earn $31k, those things probably cost around $50 each (so typically 3 years worth of my wages).

When I had a talk about my contract at the 6 month mark, the general manager (my boss) said he wouldn't budge on my salary (yet they buy these jeeps)

3. I live way too far from work and because of it being Auckland and the current inflation for house prices, the rent prices have also increase, I wouldn't be able to get a house closer to home nor rent with minimum wage :(

4. Though it's not too necessary they mask that the app was made by me, whenever I see an email about the app to potential clients they refer to be as this app guy, and during their presentations they don't really include as part of the reason this app has been developed ( aside from my boss being the client, I came up with some interesting ideas to turn their paper form of the process they use into a digital one, I also did research for the specific topics, something I could have just asked for instead).

5. Old fashioned way of looking at so called "IT", they added fixing computers to my contract which I dread, especially since I'll be close to a deadline and then I get a call to fix someone's computer...

6. They don't seem to want to expand their "development team" to more than one person.

When I give my resignation I have to stay here for a month and I bet people will start to act differently around me, my likely my boss and the CEO. I think the other people that work will understand, given my situation.

I'm planning to for the last month to only do planning for the app they want me to work on, UML diagrams, use cases, Sprint planning (albiet, only developer here lol). Research on the third party libraries we need for the app and generally give the next guy the easiest path to getting the app done.

I want to do this because the Android and iOS app we're done via cowboy programming in a sense. (I don't have too much in terms of documentation and planning aside from a Microsoft planning website setup with to-do of which features are done for the iOS and paper Todo for the Android app.

Alright long rant over, I've got it all written down, glad I'll be leaving this place.

So I'm a entry level female Developer and I started a contract to hire position in July. Its my first job as a developer and I love almost everything about it. Except this..., there is a Senior Female Developer on my team who hates me and isn't shy about it. She goes for the throat man! She magnifies any mistake I make, hell she calls me out on things that people would consider positive. In sprint planning this week she got mad at me for pulling tasks from the backlog after finishing mine early. I've tried to do everything I could to make her like me. I patiently listen when she goes on and on about her damn cats, kids, sports, ah everything, and she is a non stop talker.

Her main problem with me, so she tells the head of engineering, is that I bug her too much. I almost laughed when I heard this was her main issue with me! Sure, I asked her the normal amount of newbie questions but it's not like I don't know how to read code or google! In fact I started avoiding talking to her about a month ago because she was so rude to me. Now getting hired on full time comes down to whether or not she can stand me still if I am working on another team. I'm so frustrated because it's impossible to prove my worth to this company with this crazy lady making me look bad. I have no problems with anyone else at work. In fact a lot of us have become good friends. No one understands why she hates me so much. It feels like middle school all over again.

On top of that there is an even newer hire who she is supposed to help bring on to the team, but because of her horrible management skills, I have become his defecto mentor for learning the project, as well as the technologies we use. The stress of being in an uncertain contract to hire position + tyrant coworker + helping the new guy + still learning and having my own work to do has been overwhelming! I don't know what to do other than hope that she doesn't try to sabotage me moving to a new team.

*Me, sittting in a sprint planning meeting*

PM: We are going to start a 2 weeks sprint and everyone is expected to meet the deadlines no matter the cost.

*Scrum master being an intern doesn't still know how to plan the sprint*

Me: we are having a week long holiday due to elections next week and how do you expect to finish within the deadline when office is closed.

PM: we are aware of that, but who is ready to take this as a challenge and be proactive in completing the tasks?

How many of you have faced this situation where the company expects you to work from home and get the tasks done even during the holidays. The company only values their work and not the employees. They want us to work as slaves without valuing us. They expect us to be loyal to the company through work but they aren't ready to be loyal to us through payments.

DONT DEVELOPERS HAVE THEIR HOLIDAYS TO SPEND TIME WITH THEIR LOVED ONES? ARE WE MACHINES?

Today:
9 am - 2:30 pm - customer mtng
2:45 pm - 3:25 pm - team mtng
3:30 pm - 5 pm - sprint planning mtng

Anyone ever literally be in a meeting the WHOLE day? ... 😢 🔫

#workingfromhomeissues

Tomorrow is our half day long sprint planning meeting. I'm excited to be on mute and play with my new puppy all day.

Alright I get the importance of project planning but having a Sprint meeting at 7am is just insane.

Frack..people suck.

In sprint planning meeting, prioritizing the tasks...

ScrumMaster: "Next item, create a spreadsheet that identifies the systems used by order processing so the PO can identify errors by system."
Me: "That's already done."
ScrumMaster: "Did you work ahead of the sprint again?"
- Really trying not to throw something heavy at his head.
Me: "No, you did back in January."
- SM stutters..um..uhhs...
ScrumMaster: "No, I never did that...see."
- SM navigates to the sharepoint directory
Me: "Yep, there it is."
ScrumMaster: "I didn't create it, you must have."
Me: "Created by...you."
ScrumMaster: "Uh...um....I might have added it to sharepoint, but doesn't mean I created it. Anyway, lets take a look..."
- opens the spreadsheet
ScrumMaster: "What is this? Did you simply export the sharepoint list to excel?"
- Getting harder and harder to resist the urge to throw something heavy at his head.
Me: "I don't know what that is, you created it. You commented on the Trello card that this task item was done."
ScrumMaster: "No, I've never seen this or made any comment on the Trello board...lets look ..."
- FRACK!!! TRELLO IS DOWN!!!
ScrumMaster: "When Trello comes back up I'll assign the card to you. Lets stay on task with the cards from now on. Next item ... "

Trello up, 3 hours later, back at my desk, there is his fracking comment from January about uploading the spreadsheet to sharepoint. Frack frack frack people suck

When the sprint planning is, as usual, exciting af...

Sprint planning meeting, two hours trying to plan what to do with a new feature we wanted to add to one of our systems.

The boss gets out of the meeting room to get a phone number to make a call (we needed to ask something to one of our clients).

5 minutes later, the boss comes back and saw that the lead dev was going to his own desk.

Boss: Where do you think you’re going?
Lead dev: I’m bored :v

😂😂😂😂😂

3 hours sprint planning

You know it's going to be a bad sprint when sprint planning takes two hours and at the end you've committed to 30% more story points than your estimated capacity.

A delicious Sprint Planning 😋

It was a hard sprint (SCRUM methodology), but finally we were on our next’s sprint planning meeting. We had a lot of tasks to define and estimate. For the first one, we all estimated the task with 5 points, and for the second one we voted for 3 points. We were coordinated XD so, our boss said “let’s do something, if all of you vote, let’s say, 5, and another votes for a different number, he or she’s gonna buy us a six pack of beer”. Challenge accepted.

Two partners and I have to buy beers for this friday after work 😂 I don’t even mad 😋🍻

Worked on a team where every single sprint planning was a useless meeting because we were expected to deliver everything in the backlog every sprint. So what are we really planning?

*in Sprint planning listening to my PM creating tasks*

PM (to Team): So this will be an MVP we can expand on in the future. Do let me know upfront if any tasks should not be in the Sprint.

Team Manager (to PM): Let's see... Yeah I think you've nailed it... Good.

Developer (to Team): Guys, I see the task for the frontend team to integrate machine learning doesn't have any details.

PM (to Developer): Ooh machine learning! Good catch!

PM (to Team Manager): This was one of the tasks we really needed this quarter, will we still be on track?

Team Manager (to PM): Yeah no worries we'll add it as part of the MVP design in Confluence.

PM: Okay assigning the task now. *Assigns to Developer*

*Team Manager goes on 1 month vacation*

Me (thinking to myself): Wtf

So it's been a while since I've posted as my first few months at the new job have been amazing. But now I'm running into issues with a team member that I need to get off my chest.

So my new job is front end development in React. I'm brand new to it but I was promised time to learn on the job. On my first day the team member I'm now having a conflict with offered me help. He's the most experienced so I gladly took it.

But now several months in I've noticed his teaching style doesn't work for me. He'll go into long theoretical explanations whenever I ask a question and I get overwhelmed with info. And he gets frustrated with my inability to process all that, because he feels I waste his time. So frustrated that at one time he just walked out of work and drove home, which was really upsetting to everyone.

My direct manager and my mentor in the company (our software architect), as well as our scrum master (a consultant) are all aware of the conflict. I've been assigned another colleague to help me out. Things were going ok but he got sick so I had to turn back to the team member with the conflict for assistance. Of course frustrations arose again.

Now yesterday during our sprint planning meeting we had to say what we liked and didn't like about the past sprint. And I brought up I feel I need time for learning and that I don't know where to put that, since we don't have a task for it. I said I also felt past approaches weren't working out and that I'd like to take up the offer to go on training. I was trying to word it very neutral to not upset my colleagues, as they tried their best. But the colleague who I had previous conflicts with took it personal and accused me of not listening and that is why my code is awful. While all I've been doing is rely on his code to learn. Long story short it got very heated and direct manager and scrum master who were present had to shut it down.

I'm thinking of talking to my manager and mentor today. It really hurts when you're accused of maliciousness when all you did was try. I know my code isn't perfect. But I get no help in improving it beyond long winded explanations about theory. If I ask for practical help he says he won't write my code for me. Which isn't what I expect. When I say I followed his example he says I shouldn't copy. But two sentences later he says if I don't know what I am doing I should listen to him. It's really very confused and demotivating as a beginner, but he makes it about how I waste his time and ruin his job for him. I understand he tries his best and that it has to be hard when someone seemingly is as dumb as a bag of bricks. But my manager and mentor told me they support me as long as I continue to show improvement. So I asked for alternatives (training, time to study, or whatever I haven't thought of) and now I feel like the bad person. I'm already someone with crippling low self esteem, and I'm thrown into the deep end. It kinda sucks when someone then tells you from the sideline you can't swim and how swimming works. How about tossing me one of those floaty things and then maybe accept I need to hold on to that for a bit and my technique will need work until I can make it on my own? :(

Sprint planning:
PO: I have a great idea for a new game changing feature
Team: cool, let’s talk requirements, etc
PO: nah, I trust you can come up with the best implementation possible
Sprint demo:
Team: presents the feature
PO: Why are you guys always doing it your way, instead of following my vision?!

Every single sprint...

I want to share this story and need your advise.

When I was teaching exisiting team members about git and new iOS development ecosystem. I was changing the whole ios development practices and processes that time. One of my teammates wasn’t listening, when implementing the new ios development practices and standards, he actually screwed all of the projects.

He’s been with us for 2 years and he even don’t know how to use git. He forcefully push his changes without pulling our changes first. I was so angry that I reported him to my manager to address this matter. And then my manager told me, he is aware of my teammate’s incapabilities. He said he was planning to terminate him, and he is been thinking about it for 3 months.

When the judgement day came, we were in the meeting room. My manager told us the bad news that one of us will be terminated. During the meeting he said, “I am sorry, {my teammate’s name}. You will be out of the team due to {reason of termination}. {my name} reported to me that you dont meet the deadline, you are always late with 2 weekly sprint to your tickets”. As my manager keeps talking, my teammate look at me with his eyes so angry together with his girlfriend (her girlfriend is part of mobile team, but she is focused on UI/UX).

After my manager stops talking, her girlfriend started crying and said I was the one who should be terminated. Her reason was that I keep on giving difficult tasks to his boyfriend, that’s why he is always late to report. In my defense, those tasks are not difficult, most of his tasks is just changing the color of labels, changing layouts. If you are an iOS developer you know how easy it is to change font colors, changing the layouts using storyboards. Her girlfriend keeps on rambling that I should be the one needs to be terminated.

After few days, he left the team and surprisingly his girlfriend stayed and we never talk to each other except anything about work.

I am really pissed guys. Now my teammates think I am the bad guy asking my manager to terminate anyone in the team if I feel to. I feel very very not good in my work now. I can’t function what I used to. The termination of my teammate was already planned why am I should take the blame?

"If we need to deprioritize something that's fine, as long as it all still gets done by the time we agreed on."

Gotta love product management types.

Biggest teamwork fail? This is the general way we do business where I work right now:
My boss didn’t want to be the kind who hovers, always micromanaging. He also hates the idea of taking programmers away from their work for meetings. Sounds great, right? This has resulted in:

• All non-lead devs being excluded from all meetings other than scrum (including sprint planning and review meetings). Nobody ever knows what the hell is going on. They don’t think we “need to know.” This means most of our day is spent trying to figure out what needs to be done, rather than getting anything done.

• Our remote boss making dozens of important decisions about our platform, never telling us, and blaming us for not forcing our lead to be more communicative.

• Pull requests staying open for weeks, sometimes months, because nobody has definitively decided what version we’re actually supposed to be working on. This means our base branch could be any of them, and it means PRs that have been opened too long need to be closed, updated, and re-opened on the false promise of someone actually looking at it.

Just ranting here... but I think our biggest teamwork fail is happening right now, with all of those things ^

So after months of self study my company finally appoints me as a junior developer with a major client as the intermediate dev on the project resigned. My tech lead assures me that junior devs only fix bugs and do other minor changes. One week in and in our first sprint planning session the client decides to priorities a Major update to the app. Now I have 2 weeks to deliver what will either make or break my immediate career. And I have no idea how to implement any of the changes. Stack overflow you're my only hope (and many hrs of YouTube tutorials)

Funny story:

We were going through Sprint Planning on Monday. We got through all of the tasks that we knew we had to get done, then we started going through the backlog to see what we could pull forward.

The guy running the meeting (who's not actually a Scrum master, but whatever) get's to a task, reads it aloud, and goes, "That doesn't ring any bells. Brian, it's in your name, it says it's from May, do you know what the status of this is?

Brian reads through it for about 20 seconds before saying, "That date says it's from 2017. I don't think we need it anymore."

I need some advice here... This will be a long one, please bear with me.

First, some background:
I'm a senior level developer working in a company that primarily doesn't produce software like most fast paced companies. Lots of legacy code, old processes, etc. It's very slow and bureaucratic to say the least, and much of the management and lead engineering talent subscribes to the very old school way of managing projects (commit up front, fixed budget, deliver or else...), but they let us use agile to run our team, so long as we meet our commitments (!!). We are also largely populated by people who aren't really software engineers but who do software work, so being one myself I'm actually a fish out of water... Our lead engineer is one of these people who doesn't understand software engineering and is very types when it comes to managing a project.

That being said, we have this project we've been working for a while and we've been churning on it for the better part of two years - with multiple changes in mediocre contribution to development along the way (mainly due to development talent being hard to secure from other projects). The application hasn't really been given the chance to have its core architecture developed to be really robust and elegant, in favor of "just making things work" in order to satisfy fake deliverables to give the customer.

This has led us to have to settle for a rickety architecture and sloppy technical debt that we can't take the time to properly fix because it doesn't (in the mind of the lead engineer - who isn't a software engineer mind you) deliver visible value. He's constantly changing his mind on what he wants to see working and functional, he zones out during sprint planning, tries to work stories not on the sprint backlog on the side, and doesn't let our product owner do her job. He's holding us to commitments we made in January and he's not listening when the team says we don't think we can deliver on what's left by the end of the year. He thinks it's reasonable to expect us to deliver and he's brushing us off.

We have a functional product now, but it's not very useful yet and still has some usability issues. It's still missing features, which we're being put under pressure to get implemented (even half-assed) by the end of the year.

TL;DR
Should I stand up for what I know is the right way to write software and push for something more stable sometime next year or settle for a "patch job" that we *might* deliver that will most definitely be buggy and be harder to maintain going forward? I feel like I'm fighting an uphill battle in trying to write good quality code in lieu of faster results and I just can't get behind settling for crap just because.

~ before sprint starts, suring planning phase ~

Me: “There’s no chance this will be done in a sprint”.
Scrum Master: “Great, let’s just mark this as a risk and continue”.

~ two weeks later ~
Me: “oh jeez, I don’t think this task will be done this sprint!”
Screwyou Master: “Why didn’t you raise a flag sooner so we could plan better?”

~ Me proceeding to jumping off that beautiful skyscraper office ~

We are 2 people working as remote android devs for this startup in another country. 6 weeks ago a new person joined onsite to work directly in startup HQ. I'l refer to him as an newguy.

Last week we started new sprint (of 2 weeks) to work on a new feature.

Newguy was responsible for gathering all the specs and planning, so this is how our sprint is going so far:

Day 1:

We have 10+ tickets in jira (tickets have only titles) no one knows what to do and we don't even have specification. I started pushing everybody onsite to get their shit together. We NEED UX/UI specs, we NEED backend to be ready, or at least start working paralelly so that once wer'e done with frontend backend would be ready. I mean cmon guys this feature is already 70% done on iOS, why cant you send us the specification?

Day 2:

We had a meeting on Zoom and talked about missing specification and project manager promised to send us the specs. Meanwhile the idea of feature became clearer so I agreed with the newguy to start researching about best way to implement our solution.

Day 3:

We received the specifications. I provided my research for the feature to the newguy. Turns out the he knew about specification 4-5 days before.

Instead of sharing information with us, he decided to create his own library to do what we want to do and blatantly rejected my research input.

Now he showed his implementaton (which is shit by the way) and presents it as the only way to proceed forward. He offers for us to work paralelly with him on this (basically he wants to write library alone, and we are supposed to somehow implement and test it, but how the fuck we can implement if backend is not ready and library is just a bunch of empty interfaces at this point?)

I talked with one of the teamleads in the startup and told him that this is not the way things were being done here before and new guy is becoming a dictator.

Teamlead talked with new guy and found no issue. Basically newguy defended his sole decision by saying that he did research on his own, there are no libraries that do what we want and he knows better.

Teamlead tells me to STFU because new guy seems competent and he will be leading this feature. Basically from what I gathered teamlead doesn't give a single fuck and wants to delegate all project management to this new guy.

Day 5:

End of the week. New guy claims that his lib is done so we can start implementing properly. I tried implementing his lib but its fucked up and backend is still not ready.

Day 6:

Backend is still not ready, no one is doing anything just waiting for it to be ready.

Day 7 (Today):

Today(Backend is still not ready, no one is doing anything just waiting for it to be ready.

So what can I say? His plan was to probably prove his self worth and try to lead this feature by giving us information at last minute. At the point were we should start implementing instead of researching.

What happened? Motherfucker doesn't know shit about backend, has been notified about backend issues multiple times but his head was so deep up his ass with that new library of his that he delayed the rest of the team.

Result? 7 working days wasted. Out of 3 developers only 1 was actually working (and his fucked up code will have to be rewritten anyways). Only 50% of feature done. Motherfucker tells me that this is how we will work in the future, "paralelly". The fuck is this mate? If you would have worked on this feature alone you would have done it already now, but instead you wait until we remote devs will login and fetch you the test input and talk with backend guys for you? The fuck is wrong with you.

You fucking piece of shit, learn to plan and organize better if you want to lead the team. Now all that you are doing is wasting time, money and getting on everyboys nerves. Im tired of fucking spoon feeding you every day you needy scheming office politics playing piece of shit. Go back to your shithole country and let us work.

When I was responsible for sprint planning I figured out what to do before start of the sprint and remote devs were able to do week's work in 1-2 days and have rest of the week off. This is how it's supposed to be when you work with a remote team. Delegate them separate features, give them proper specs ahead and everyone's happy. Don't start working on frontend if you dont even fucking know when backend will be ready. It's fucking common sense.

Now I need to spoon feed this motherfucker who can't even get information while sitting on his ass onsite in HQ. Fucking hell.

In "Sprint Planning", the team is supposed to come up with stories, break those down into tasks, estimate those tasks as a team, then let devs choose what tasks they want to work on based on the stories pulled into that particular sprint.

Instead, our manager creates the stories. He assigns the stories to each developer and then has that developer announce his theoretical tasks (without any research on feature's or project's requirements!) in front of the entire team. So, when I say, "I think it will take me 6 hours to implement this feature", he says, "6 hours? I think it will take 3." and then types the estimate as 3. I have so much rage when that happens. Then we continue to sit in the room for 2.5 hours where we go through this long data entry mess of him typing out tasks and second guessing estimates. There is no team deliberation or collaboration, its whatever the manager says.

While there are many issues I take with this approach, my pet peeve would be the second guessing of the estimates. It would make sense for teams members to second guess estimates as long as they are the same teammates who have the ability and possibility to take on the tasks themselves.

But I disagree with a manager seconding guessing an implementation feature that "I" definitely have to do alone, and they do not possess the immediate knowledge to implement it themselves.

Let's schedule our weekly sprint planning meeting for 10AM on Fridays. And let's chastise those who happen to be 5 minutes late (literally). It's the perfect plan, since everyone is normally expected to come to work between 10AM and 11AM. Makes. Total. Fucking. Sense.

During our last Sprint Planning we have chosen to use internal codename Solid Snake for this period (yes, we change it every sprint).

Our Tech Lead likes to draw current name (adjective and animal name) on a whiteboard. As soon as new name has been voted down he refused to draw a new one because

Drum rolls

He doesn't like Metal Gear series.

I'm not sure I want to work in this company anymore...

I really want to stress that we should add the ticket for adding the missing test cases in *this* sprint and not postpone it any further.

-- "Isn't there something more important to be added instead?"

There. ALWAYS. Is. Something. MORE. Important. The real problem was that we implement the test cases in the past to begin violating our definition of done. We have to fix and one point and we have to own that decision as nobody else will care about passing tests and test coverage. It's our job to care for that.

Yes, we can instead focus on all the other high-priorities task that should have been done yesterday, yet that won't change the fact that large part our codebase will remain an untested messy blackbox just asking for weird bugs and wild goosechases in the future.

Don't hide behind "high priority tasks". A job is done when it is fucking done and tests are part of that. Hurrying from one important task to the next will just mean we'll never do it. There is no better time than right now.

If code coverage got left behind in the past, then we'll have to suck it up in order to fix it as soon as possible, otherwise we'll just suck forever.

Today at 'Derp & Co' is the end of the last sprint, no one have close all the task asigned. Myself included.

- that sucks...

Because there are task from previos sprints still in TODO that block other tasks.

- oof

But there is more... Yesterday was the deadline of the project. From today and onwards the client get discount.

- oof (but fair to the client)

Management have in mind AT LEAST 4 more weeks of development.

- But... how... wtf?

In 2 weeks part of the hardware we need for the project will return to the client.

- <smash the door and leave>

Management still is asking if we can do it on time...

- yeah... just call the Doctor, we need a TARDIS ASAP

Management in big corp I collaborate with has decided they want intermediate releases every 4 weeks. That's kinda OK, we work in two week Scrum sprints.

However, not this sprint. Because of Easter it's three weeks. And because the 4 weeks rule is absolute, the one after that is only one week. Which implies we do the whole review-presentation-planning ceremony twice in a row. That's fucking absurd. But when management agrees on a plan, it's reality that needs to comply, right? Argh.

Fuck those customers...
Wednesday: Sprint Planning
Customer: We want those two datepickers in the job application form to be text fields instead
Me: Okay, this will take some time bc I have to change the data structure too.
Customer: Okay do that. this is urgent
Thursday: implemented and merged
Monday: QS approved it
Yesterday (Tuesday) in the morning:
Customer (via Slack as a PN): Hey! Why are those fields no datepickers anymore? We want to show that to our boss this Friday! And why do we have this small icon on the right side of the field (Chromes autocompletion)
Me (to PM): Could you please tell them to think before creating tickets or writing some shit?

I missed a half of an important meeting today... because my priority is a task given today that has a deadline today

All day sprint planning, let's go

So the company decided to go agile. I am now a scrum master. And we have the local product owners and all. They made us do daily stand-ups.

I don't know what is a scrum master. Nobody knows what the hell is a stand-up. It seems to be an akward 30 minutes every day, when local product owner asks questions and demands status reports.

I did some googling and it seems that the scrum master is supposed to just support the team and solve problems. In our version the scrum master finds out the system architecture and requirements, fills the backlog, does the system design and reports to the project manager(s). Also reports to the clients about the general project status in an executive meetings. I also do the sprint planning, in which we fit the vague features that we are told into time tables with ready told dates.

Oh yeah, the team is just 2 guys. One of them is me. And the other guy relies completely on me to daily tell what to do, review the work and also answer all the project and company level questions that pop into his mind. He gets angry if he doesn't receive ready-thought solutions to all problems, since "you're the boss and it's your job to tell us what to do".

This is going to be a great year.

Agile my ass.
What has become of: "Individuals and interactions over processes and tools"?
A fuckton of rules and processes to do it the 'right' way: tickets, estimations, hours of sprint planning. Yeah, we're so professional we no longer have time to write code.

Note: manifest was mainly full of fluffy business buzzword bullshit (effective sustainable excellence), but one thing resonated:
>Simplicity--the art of maximizing the amount of work not done--is essential.

(I cherish every line of code deleted or unwritten, so it needn't be maintained)

The scrum master decided to have two teams plan each others's sprint!

If actions didn't have consequences then sprint planning would make for an excellent nap time. 💤

In my last sprint planning my Project Manager said: "...Drupal is a programming language, like swift or jquery.."

And my boss wonders why our plannings take so long.

😳🤔😭😭😭😭😭

I get to learn so many different things in DevRant, that I want to add it as my task in the Sprint Board

So someone complained to my bosses boss about some internal page where I collected some of our own funny git commit messages, because they were not "meaningful", and I had to take down said page.

Fuck that narrow-minded seriousness, why be so German? If we have to debug multi-threaded C++ programs, we need that bit of fun and sarcasm to stay sane. But probably that someone is a member of some of these "professional" Agile teams that waste a day a week with fucking retros, sprint planning or other mind-crippling meta stuff, then evaluating frameworks and tools, while we are doing motherfucking programing.

I have 2 juniors working under me that i need to assist with work. I dont mind helping at all because i was in the same boat. The problem is.. 1 of the developers asks questionsnon the last minute (a few hours before demo of weeks sprint) telling me she doesnt understand and i spend all week asking her, if shes okay, does she understand, does she need help, is the work too much, should we take a few hours to rerun through things and even while explaining things after planning, she just says "yes" and "i understand" and has the body language of "i want to get away here" ans doesnt even let me finish my sentances before interrupting mentonsau "yes" or something in that line to end the conversation. I dont know what to do because its going to start affecting my work and the ammount of work i can take for the week because i have to help her do the work on the last day and finish it just so she can look like the sprint was successful.

Any suggestions to help me help her? I really want to see her succeed but i can tell she isnt taking it as serious as she should or putting in as much as she likes because our company is very flexible woth everything and i don't want to get a project manager vibe around her

Our Sprint planning has just 4 cards... 1,2,3,5 and if you vote five the PM complains.

'we have a critical bug'
'Look, it's out of my hands, we would fix it but we do Agile, it needs to wait for grooming, planning, and then get in to the next sprint'
'how long will that take?'
'not long, 2 week maybe, 4 at most'

Had a dream where I was giving update of my tasks at sprint planning meeting.

20 issues assigned to me this sprint with very vague titles and in the requirements it says "See *person name* for details"

Lesson learned: Never go on vacation during the spring planning meeting.

I fucking hate 1 week sprints that include review, planning, and retrospective, so technically the sprint is 4 days.

Definitely the meetings. Not sure if the "Meeting to prepare for the Sprint Planning" or the "Planning meeting to prepare for the Meeting to prepare for Sprint Planning".

I know it sounds like I'm joking, but it actually happened 2 months ago.

Spent an entire day clearing the backlog of the previous sprints in JIRA. Now i am seeing jira numbers everywhere :/

Deadass, best quote said by my PM in our sprint planning meeting:
"I'm just going to name this sprint 'sprint arlene1' because she's the loser who didn't make it onto AOL on-time".

customer claims they do scrum but they have quarterly planning events (2 full days) where we need to estimate and plan everything for the next 3 months.

Manager: "last quarter I calculated your velicoty so now you get 4 story points per sprint per developer"
Team: "But you started us off at just 5 per sprint that's too small"
Manager: "Ok but if you only did 4 why do you now want 20"
Team: "Because it's arbitrary and we say we want to"
Manager: "1 story point is 1 day"
Team: "story points aren't time"
Manager: "4 story points is 1 sprint"
Team: "but a sprint is 10 days"
Manager: "the junior dev can do 4 story points per sprint and the senior dev can do 4 story points per sprint"
Team: ...

A whole bunch of new features were added mid-sprint without ever consulting any of the development team. They dogpiled on devs from other projects who had no prior experience with the code base, so naturally I lose traction because I'm tied up answering questions and explaining things.

This sprint I'm not getting any feature work done as I'm stuck fixing bugs and awful half-ass implementations (by well meaning devs that were thrown at unrealistic expectations).

Concerned at the burn down rate, next week they're planning on dogpiling on more guys to play catch up.

I'm so sad

Woke up in the middle of the night thinking about work and how the team seems to be always a few steps away from the next production issue and well always busy with urgent work too so that the crap that produces more and more tech debt never get cleaned or fixed...

And now it's grown so big... The bad habits are just sparking more bad habits and well the only person (boss) able to correct course still hasn't realized for the last 4 years... Constantly thinking things will get better after the next sprint. Hell we don't even use proper sprint planning... even I can't keep up anymore and can never get any long term high value/low immediate return work done...

So I guess I'm having a work overload, nervous breakdown before even going back to work...

I have an urge to tell all this to his boss and have him give him a wake-up slap or maybe bring in a more experienced/veteran manager to set the ship right but my boss personally is a very nice guy so don't want to rat him out...

So not really sure now what to do other than maybe just stay in my lane and put up the blinders? And let the whole forest around be burn down... Though I still gotta bear the heat till it all dies down by itself...

Can't say when that is though...

Great my team just got dumped with all the other teams messes and incomplete work! Great sprint planning guys.

We are a remote team of two android developers for this startup. I have 3 years of experience and my protege has 1 year of experience.

One month a new guy with 10 years experience joined our team and hes working onsite. He's supposed to be scrum master and be good ad dividing and delegating tasks, but what he's doing past two weeks is appaling to me.

Basically we got a request for a new feature. He skipped discovery and planning steps, went straight to implementation and one week later showed us his implementation.

Note that at that moment my remote team was not informed about anything. He started reinventing a library to capture a picture and video, while there are tons of other well developed libraries out there.

What makes things more difficult is that his english sucks.

I don't understand what he's doing but now it seems that either he's playing office politics and is trying to stay ahead by not informing us so we would be forced to follow his implementation. Or maybe he is totally oblivious and don't have any sprint management experience, so he's just trying his best by working hard and trying to prove his own worth.

Eitherway it sucks that he is not able to communicate specifications from HQ to us, because even I did a better work with planning our sprints by communicating remotely.

So now I started asking him questions and turns out the guy doesn't even understand specification. He already half implemented the feature and can't tell us why we need it and why we are not using what we already have in the app. So now he's back to square one: doing discovery. It's fcking ridiculous.

Facepalm Monday...
My collegue denies to provide breaking changes in our login API in a separate version to the other teams depending on it.

What is the reason for his stubborn rejection?
It's scrum. We haven't planned the effort for realising a versioning concept for our API.
Let's build it in the next sprint as a part of live deployment strategy.

The point he miss is that the ProductOwner wants his API change deployed during the next sprint.
Additionally, it is best practice, having a compatible, deployable product after each sprint, without any risks.
Furthermore, another best practice to provide your API is one URI without a version part holding the current development of the API. And URIs with a version part in it to keep a specific request/response structure and behavior.

What really grind my gears are sayings like 'if the other teams had well programmed their software, modifying our API won't have any effect on them'

C'mon dude. That's far from reality, as anybody knows.

I can't accept, we provide unprofessional API builds, as he is going to do.

So, i have to spend my time and energy to change his mind, together with other software-architects, planning the big thing API-Gateway *sigh*

We had our first "real" sprint planning yesterday. This was a very superficial planning session, as my manager is, by the looks of it, not to keen on the whole "new process thing". Probably because it's not his way of doing things... or simply more simply put - this way round means he'll need find some new ways to crawl up the CTOs ass!

So glad I'm leaving!

So today we had a pre-sprint-planning meeting where the POs told us about the stories currently in the backlog. They went ahead and "roughly prioritised" some of them. Their priorities were:
- normal (but asap please)
- has to be done this sprint, because the feature has to be in the next release (code freeze after this sprint)
- top priority, because this has to be in the previous release (which was released last friday)

The non-normal stories alone are about twice our normal velocity. Good job guys. Good job.

Every one of our sprint "planning" meetings.
We would sit and be told to estimate a bunch of defects we had never seen before. And then we wouldnt actually decide as a team what to commit to because it was assumed that we had to deliver everything in the backlog every sprint. This is what happens when you try to apply scrum to a maintenance team.

Having a meeting to decide, when to have other meetings...
Scrum, scrum of scrums, workstream, planning, pm ,design review, architecture review, Sprint review on and on....on and on on...why can't i simply code:(

Is it common to have QA and Product Management in sprint planning? Cuz they are derailing sprint planning SO MUCH!!! I am internally screaming. Aaaaaaaaand they just extended the scope of one of the issues. Neat.

Do you also mess with your name for your food order for sprint planning?

Had a four hour retro/review yesterday. Plus a mini demo I had to put together. Three hour sprint planning session today.
And they still wanted me to go to some "company values" meeting tomorrow, aside from the weekly call I have to report progress. Fuck that shit.

I feel like I got nothing done this week. Monday and Tuesday were fine for the most part, but since it's been just complete idling.

I mean, I love my company, great coworkers, good management, and just all around great experience. But man, it gets frustrating when you lose so much development time... I wanted to sprinkle in some extra goodies for the next sprint, but it doesn't look like that's gonna happen.

In a sprint planning meeting. Getting frustrated. I guess it's my fault. I guess I assumed that attending the same schedule meeting each week meant that we all knew when everything was due. My bad.

Seriously, I fucking hate systems people sometimes. We have 4 major tasks coming down the pipe, but they are scheduled in such a way in which they are staggered. But they want to punt the 1 of the 4 that is fucking done because it is going to cause a lot of testing, but the other three aren't coming til end of next month AT LEAST. So they want to stick their thumbs up their ass holes and wait to test the other three before testing the one that, again, IS FUCKING DONE!!! Are they worried that a super massive black hole will spontaneously form in earth's orbit and cause time to run backwards and somehow cause December to happen in October!?!?

No wonder systems is so fucking far behind. They can't see the forest for the trees. They're so big picture that months and years are at the same level of granularity. Fucking hell how is scrum better than our current agile process again? Besides the fact that it makes me attend more useless meetings and get more angry.

They are punishing the left hand for the actions of the right. Systems wasn't doing their job so now software has to slow down and miss schedule.

We need x amount of features, feature requests changing all week long and then we will demo.

3 days later, all work the for demo can be thrown away because it isn't in the sprint planning and probably the features aren't needed any more in the future. FML _-_

At the end of the sprint half of the stories didn't get done due to lack of coordination to put 4 people in the same room and get them to agree on the solution.

During Retro my Scrum Master says: Are these stories not done because we haven't estimated them during sprint planning? 😂

Our project using Agile methodology, we have every day stand-up meeting(scrum meeting) that normally end around 10 to 15 minutes with 7 ppl.
One day The Project Owner came and join our stand-up meeting that cost us like sprint planning
And The Project Owner did not stop there, he come again next day for the 1 week.
Because of that our product backlogs and Sprint Planning goes haywire.
We failed to delivery what we planned for that project.

do you know the feeling, when it is friday and it is like nice hot weather 26°c. you kinda wished you could just zit outside and enjoy the view days of the summer that are not to hot or to cold (location: the netherlands).

this made me slack off today. only did my sprint planning for next monday and wrote some unit test and some software modification documents.

- the 2 hr meeting called for every day of a week, to prepare for a PPT which is to be presented to a higher up exec within 5 mins.
- the sprint planning meeting, where all the stories of that sprint are already weighted and assigned to the devs, but it still goes for 2 hrs
- the backlog grooming meeting, where instead of looking at the sprint backlog, the current sprint is looked at and discussed.

So I was reading Scrum for my exam all I can see was Meeting.

Product backlog meeting for 15 mins;
Enters to the office 5 mins meeting;
Sprint review meeting for 10mins;
Daily scrum 2 times meetings;
Sprint planning 3 hours of meeting;
Starting the next Sprint 30mins meetings;
Managing releases 45 min meeting;
Sprint Retrospective 45 mins of meeting;

Wtf? Do they do any work there?

I hate so much all those sprint related meetings. They literally take one day totalled (every 2 weeks).
Review, dry run demo, actual demo, planning, daily hourly meetings.... so much talking.

!wk23

Planning the sprint

On a past project, every sprint planning was the most unproductive meeting. We were expected to fix all open bugs each sprint, so there was literally nothing to plan. How do you prioritize when the goal is “do everything”? 😂

Sprint planning meeting going nuts with 8 people shouting over each other and people standing up out of chairs to be heard.... Craziness.... Went in with expectation of just making skeleton of the user stories and discussed nitty gritty implementation details

What are your thoughts on sprint planning meeting with poker cards? ( Everytime we had those meetings, dev team points are always similar and rest of the people never)

Sprint meet:
40 mins: Others' retro and task planning while I browse 9gag
5 min: me

!rant

Agile devs— do you attend sprint planning?

I want to, but my boss told me not to go (waste of my time, he says). Only leads attend them, then they come back with tickets for the rest of the team. But a few other devs I’ve spoken to found that absurd, since attending lets you choose your tickets to a certain extent.

Do you attend yours? Is it crazy not to? Am I missing out? (I ask bc ours is happening right now— and it’s so empty in here!)

Let me share my sprint with you.

So, we lost a developer this at the start of the sprint because the organisation we work for is total cancer.

Project manager frequently says to us that it's better to under commit than over commit.

Come sprint planning, we commit to exactly what we know we can achieve.

Of course, the PM whinges and says we need to put more in the sprint. So, we say sure, but we can't guarantee we will deliver everything on time.

Fast forward 2 weeks, we complete 90% of what we committed to.

PM is whinging at stand ups, asking us why some user stories are still in 'ready for test'.

We try to explain to the PM that 2 weeks ago we made ourselves very clear that this point 2 weeks later would most likely happen.

PM stops whining.

Tester starts whinging about only having a couple of days to test. Blames developers for not adhering to acceptance criteria.

>User stories aren't actually user stories, they're user essays.

How do you deal with this?

I got a task to work on during sprint planning on Monday. Felt the task was a 2hour task and procrastinated to do it on Tuesday. Tuesday came and I pushed it to Wednesday.

Today is Friday and I'm just realizing the task is a microservice on it's own. FML

Those neverending sprintplannings...

I wonder if we will have a sprint review meeting for 2016. You know to prevent the shit storm that happened to continue ...

Sizing tasks for parts of the code base you haven't worked on before sucks.