A horrible process that should not be able to continue at current oil price. Before COVID, these 2 day planning meetings would book up all the rooms in 1500 and 1400.
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the fluency forums on agile ceremonies the last couple of days were terrible. bunch of agile dorks pumping themselves up.
good news though: they finally got a new agile chapter head announced so he can fix this mess.
I just got re-certified for SAFe for $1000 even though I took that training a year ago. I think i'm safe for another year.
Don’t worry. We’ll manipulate the benchmarking until we look amazing.
@9dbz costs are not lower. IT is still billions to run. and agile is here, making us less productive than ever.
Don’t forget “KC and His Sunshine Band” wasting lots of money and effort on senseless subsurface initiatives.
When you have a Chevron culture that seeks consensus, this is what happens. Long duration for functional transformation, same leaders, and they can be transformative by rebranding the same stuff we have always had. D&C becomes Wells. HES becomes HSE. COE becomes Chapters. It’s all going to drive the same results when you have the same people throughout the leadership. All we have essentially done is remove the middle layer, many of whom are not effective because of the leadership members who have already been named. JG talks about wanting to transform and win in any environment, that this is not a cost cutting exercise, but there’s nothing changing besides the cost being lower.
I’m sure Chapters will make everything go faster.
Hey so this might be funny to some of you... some of FT, especially IT is all about SAFe, and we are so agile yet it takes over 10 months to do the reorg. And on top of that, all the leaders being announced are the same. Sounds like they had many iterations with the DRB and made all the right decisions to put all the same people back in charge. JG said “they have a changed mindset. That’s the difference.” Yet they have been selected and we will wait another 6 months before the new org is in place. Agile!
Well said @3ifp, you may be making too much sense here. Be careful, they may think you’re thinking too much out of the box and sack you.
The keyword is when done right... Not the case here, we are following it like a bible.l and spending more time finessing ADO then PowerPoint slides.
I understand the intent, but we have got it wrong again. Multiple resources doing administrative data entry and attending meetings for the sake of it is pretty wasteful when the same outcomes can be achieved without it.
Forget scaled agile branding, think of it as senior leadership having a systematic framework to review progress towards big goals every 2-3 months. Evaluation of what was delivered, not by some PowerPoint slides and discussions.
This is a good idea, and it doesn't need to be applied to cult levels, but it will improve delivery if done right.
Never question the cult. You love it. It changed your life. Run over to workplace and profess your devotion. Post a picture of you at home practicing yoga in front of your mobile workstation and the personal Kanban board you made to organize every aspect of your life. Bonus points if you caption the picture with “One does not DO agile, one must BE agile”. If possible, drink kool-aide in the picture (quadruple bonus points). More stand ups? Thank you sir, can I have another. Tell everyone in the segements that you are an agile release train engineer and make it sound really bad a– because It’s s-xy.
Yess... interesting how consultant heavy the agile process is
One must be slower than CPDEP to be agile
Do not question the agile.
Sorry, Correction
You’ll need to be AGILE or a WOMAN to avoid being laid off for no real reason. That’s how most WHITE MEN over 40 meet their end during layoffs— for no real reason especially in HES.
You’ll need to be AGILE to avoid being laid off for no real reason. That’s how most people meet their end during layoffs— for no real reason.
No time to reply, am in 2 day framework workshop