I don’t get a sense agile really took off. Thoughts? Where is RC the guy that came in and basically hired a bunch of people that never worked in a regulated industry before to push out his version of the truth. I hear he’s in corporate properties now, which is a dumpster fire, so that makes sense.
Madhu too busy hanging out with Kamala.
Agile is a software development tool. But they are trying to force feed it into all aspects of technology, and probably the bank as a whole, and it is patently absurd.
Waterfall did not require teams of high-paid "coaches". And, we didn't need tons of meetings and AMAs to explain how waterfall is supposed to work.
Applying 1/2 of a process will fail as the business is not engaged. Let's kid ourselves for another 3 years.
Any methodology not truly practiced will fail. Software requires $$$, No shortcuts will save you. Be real.
Agile transformation will never work in highly regulated industries since "failing fast" or "iterative improvements" are not acceptable when the downsides involve Regulatory violations and fines.
And MN has delivered nothing since coming to Wells beyond promoting her girlfriends and su-king up to the NY Elitist Ather, which is why her group is now 1/4 the size it used to be and she's no longer in charge of Agile Transformation.
WF never needed Agile but was in desperate need for Agile like concepts. Our problem has always been the need to create a big splashy project to get funding and then spending months and years waiting for results. I have been involved with several major projects over the years that went 4, 5, 6 years and never really hit it's mark at all.
Where Agile concepts would help are in the area of:
There are so many more but we definitely don't need so many people studying burn charts to gauge how well we are doing. Doing a lot of cr#*py things fast is not success. Out business partners thins we are nuts.
Agile works great for a small software shop where everyone is in the same room. It doesn’t scale to big companies. We spend so much time trying to pound the square agile peg into the round hole that actual work doesn’t get done. And it’s only going to be agile- lite because you can’t be agile and have 40% of your team in India. Sorry, I know people will try to spin it that components of work are colocated. But, um, no. Anyway, by the time people are getting used to agile a new theory will come out that we can try.
Agile is good in theory, but WF is just too big to use it effectively. Some of the issues WF has is that product/business people think changes to their applications are similar to PowerPoint, just move this, resize that. They don't realize the extent of back-end changes, and how those changes may impact other aspects of the application. This put the development teams in an awkward and untenable situation where they are being held to unrealistic timelines. So they make changes to the code, and then testing is either rushed or skipped entirely. Queue Pikachu face when it goes live in production and breaks. Then off-shore production support personnel are brought in to trouble-shoot an application they have never seen before and don't understand how it's supposed to work. Rinse & repeat.
@1jwq+1nXGJxEG Wow! From Tom B to Rich C - that is one helluva downgrade for CPG!
No he (RC) is not. It’s Tony now.
RC is the new Tech Exec for CPG.
Agile is a failure at WF for many reasons. Agile can't even deliver the basics. Stakeholders want to know: 1) When can I get it? 2) How much will it cost? Agile is 0 for 2. The concepts of sprints and story points are useless and silly.
Agile isn't working for us because we're just going through the motions and don't have the correct people involved.
The loss of Project Managers has every day constant impact. It hurts my fingers to type that out. For whatever inefficiencies they introduced holy shinkies they kept these App teams from eating themselves alive. The choices I see them make now because there is no coordination and understanding of implications is atrocious and I actually feel bad for the teams. It’s not their fault.
A
Great
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Exposed
All the Scrum masters and Kanban leads have already been told their job is going away in a couple years.
Management thinks that they can get rid of project managers and speed up getting work done by adopting Agile and the product model. Scrum/Kanban people were temporary hires to get Agile in place and then shift all the project management to interconnected product teams using Agile.
Yet no teams are interconnected. We are all still working independently in silos.
It is going to fail and be replaced by something else in a few years.
Agile is a consultants wet dream. They get big bucks from corporations in consulting fees to implement a methodology the consultants know doesn't scale. And the blame will all be on the employees and L1 managers.
Agile is fine if you are a small software startup trying to get new product features to customers. But that isn't Wells Fargo.
Taking a software development project method and spanning it across all facets of tech (and maybe other areas too?) is a recipe for misuse and misalignment.
No matter how many times Agile is announced from the rooftops, at the end of the day my area ends up meeting and sharing information in traditional fashion or opens new projects in traditional fashion to clean up issues from an Agile (aka sloppiness) rollout.
Mediocrity is our bread and butter and we get paid to thrive in that space.
We have quite a few people who don't even attend the agile meetings anymore. It is such a waste of time. And now Wells hired all these srum masters to run these meetings is another waste of assets.
Agile is a complete joke. We have teams opening up a Jira story for every email they answer because they think it looks better on reporting at the L4 level.
It's re--rded and just signals you have too much free time on your hands.
Don't forget to squeeze in the bizarre right wing bullsh-t at the end there. Boomers gotta bo-m.
You hear wrong. He’s still head of agile transformation.