🚀 go-pugleaf

On Sun, 2018-07-15, Ahem A Rivet's Shot wrote:
> On 15 Jul 2018 11:58:30 GMT
> Niklas Karlsson <ank...@yahoo.se> wrote:
>
>> On 2018-07-13, Scott <nob...@example.org> wrote:
>> >
>> > And to me...and I'm supposed to know what I'm doing. This obsession
>> > with updating all the software all the time, for one. I've never seen
>> > such ardor for installing new bugs as quickly as possible. Best
>> > Practices, so they say....
>> 
>> Perhaps an extension of the "agile" mentality.
>
> 	Agile was a good principle used by many successful teams way back
> before it had a name (even before 'extreme programming', then some idiots
> formalised it and it grew a whole pile of procedural garbage.

People can try to steal it as much as they want. To me, it's about the
Agile manifesto, and about a small team feeling collective
responsibility for getting useful things done.

>> Google invented what they call Google Sprints, where you have a
>> design/planning phase before you get to coding and shipping.
>
> 	One of the good bits of the sprint approach is that you are
> supposed to ensure that 'user stories' are only accepted into a sprint of
> they are properly defined, the tasks and acceptance criteria worked out and
> there are no blockers. IME this never happens, instead all too often it's
> whatever manglement wants next that goes in no matter how badly defined or
> infeasible it is.

I think you have to have someone with power, who's defending the team
and the agile ideas against things like that.  E.g. a Scrum team can't
defend itself if everyone else works against it.

(Although I can imagine doing some badly-defined task, if it's
understood that the outcome will be a best-effort thing.)

>> i.e. they basically reinvented waterfall...
>
> 	The key principles behind agile are "don't bite off more than you
> can chew" and "keep making it better" or more formally work out the smallest
> useful thing that can be delivered and deliver it and go back round the
> loop. This tends to be forgotten in the whole business of setting up scrums
> and sprints with sprint planning and retrospectives and backlog grooming
> and scrum masters and all the other bumpf.

All those things can be done well or badly.  For example, back when I
was in a proper Scrum team, the Scrum Master was just another team
member, who also worked part-time as the team's secretary.  Planning
was Post-It notes on a whiteboard, and so on.

/Jorgen

-- 
  // Jorgen Grahn <grahn@  Oo  o.   .     .
\X/     snipabacken.se>   O  o   .