If you're an individual contributor on an agile team, pretty much everything you need is handled within that team. Your manager is just a name on an org chart that you rarely speak with because there's nothing to talk about. So why is the manager layer even there?
If the 'manager' is working on some project for their director, that's nice that they're being productive, but that isn't managerial work, so they shouldn't have that job title, etc.
So what's the scoop?
I’d like to know the total spent on this heap of $hit called Agile. So many worthless positions occupied by droves of meeting organizers.
@egy+1lYowtqm
Great idea, but chatGPT is wrong by copying from press. I fix it for you
Support and development of team members: US-Based Employees who will be displaced by outsourcing or replaced by H1B, OPT, and L1 can help support and develop team members by providing mentorship, coaching, and guidance.
Why have AGILE in a waterfall environment ? To micromanage and give all those who are productive a huge headache from the top and nothing more.
My manager directs what we do.
What our Kanban Lead does, no one knows. We never talk to him.
@egy+1lYowtqm i bet you're a mgr saving your a$$ while displacing your team LOL
I would like to know the corporate BS there is.
In 2023 WF, your manager is there to shield you from as much corporate BS as they can. You often have no idea this is happening, but believe me, it's a HUGE favor.
Eng. Managers will continue to operate outside of Agile and micro-manage to justify their existence else we would be truly agile and would not have them.
Well here is chatGPT response.... I might add that this ASSumes that the organization has strategy, a cohesive business architecture, etc.
While it is true that the role of a manager on an Agile team may be less hands-on than in traditional management structures, the manager layer still serves an important purpose in organizations that use Agile methodologies. Here are a few reasons why:
Alignment with organizational goals: Managers can help ensure that the work of the Agile team aligns with the broader goals and objectives of the organization. They can communicate the strategic direction of the company, provide context, and help the team prioritize work that aligns with those goals.
Support and development of team members: Managers can help support and develop team members by providing mentorship, coaching, and guidance. They can also help identify areas for improvement and provide opportunities for skill development.
Communication and coordination: While Agile teams are self-organizing and self-managing, there is still a need for coordination and communication within and between teams. Managers can help facilitate communication and collaboration, ensure that dependencies are managed effectively, and provide a point of contact for stakeholders outside of the team.
Strategic decision-making: In some cases, managers may need to make strategic decisions that impact the Agile team. For example, they may need to allocate resources or adjust priorities based on changing business needs.
It's also worth noting that not all managers on Agile teams are focused solely on project work. Some may have broader responsibilities, such as managing budgets, hiring and onboarding team members, and setting team-wide performance goals. In these cases, the manager role is still important for ensuring the success of the Agile team and the organization as a whole.