I'm from Wells Fargo and our Agile is a joke too. We won't ever be truly agile. Way too much resistance and too big to change. I absolutely hate it.
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TQM, Six Sigma, Lean, BPM, Agile... All fads that wasted too much time and resources and were never really supported by management, especially mid and low level managers that were too d-mb to understand any of it.
Remember when it was all GE Six Sigma focus? The metrics were bogus, defects never went down and M. Gordon was the loser in charge. Now it’s Agile …. The one thing all the GE folks and now the Agile gurus never got or get is that you cannot apply textbook definition to this environment. EVERYTHING is a hybrid of sorts. Why? Because all the other processes and areas do not fit an Agile model. So the sooner people can come to terms that it’s a hybrid waterfall the less swimming upstream needs to be done.
Agile as a project framework is adhered to here only minimally and at different levels from to team to team with no organized guidance. JIRA is a tedious tool to use with a thrown together interface in all aspects. Not user friendly and terrible and confusing to navigate. It's all just the latest fad until the next new fad comes along and gets shoved down everyone's throats , like it or not.
I recommend doing as little as possible. It might take years of that for you to finally get it. Ask me how I know.
Don’t blame Jira , just the chosen tool. Don’t blame Agile, it’s the process. But blame the process owners who try and use Agile/Jira to emulate not replace waterfall. Two different things. We are a hybrid org because we still must fit into a waterfall funding and accountability model at the top of the house. Systems are so big, held together with duck tape because of year or year mergers of systems that aren’t compatible. Plus, “pay attention”, lazy people hiding behind agile to do less.So 20% of the people do 80% of the work.
I am close to being out. Can someone write an epic and story on how to get on the severance list? That’s agile
Agreed with “ Basically we put more on developers and those that simply say enough and I’m coding to the story as given means production issues.”. Product owners and scrum masters, with few exceptions, do not understand technology or the system the suppose to work with - so dev tends to do their job. Agile never worked for the QA/SA people - as they can not code. Agile not suppose to have “roles” but people’s skills are not matching the intentions. Agile is not good for large and complicated systems. Jira is used my management for time tracking. Etc. people with small components are for agile but not mid and large systems.
I got laid off recently but they never implemented it properly in my area. Basically it was a joke. I was burned out from the "joke" way they "were agile," but Agile itself seems like it could be really good when done right!
Getting a proper story in Retirement Tech means either coding to a garbage story that will put in business case defects or you as a developer basically writing your own or asking 5-10 times to have the story corrected and improved. When you ask why the role of Product Owner is a hot potato after 5 years of agile you are told it’s just an ongoing culture change. When you point out that it should have been clearly defined and agreed to before we went live with agile you get the stare branding you a trouble maker. Basically we put more on developers and those that simply say enough and I’m coding to the story as given means production issues.
Agile is fine for some things like adding to a web site. You don't have to figure out web sites from first principles and design the thing, it already exists, you're just adding something similar to what's already there and may even be able to clone an existing module. They may be released as one big thing, but are developed as separate smaller bits. Building a large system like the property appraisal system for instance is another matter altogether and I don't recommend agile there.
It sounds like the teams you’re working with are following practices, but not embracing the key values of Agile.
It also sounds like some broken processes with a lack of accountability.
Sips Tea
Agile is OA, dramatic Dev and PO are getting Agile burnout. RTE and SM who are not handling AIT are in useless, ceremonial positions. Endless status meetings.
if you are
I guess I work in the wrong department we never use Agile and only use Jira once in a blue moon. I've used Jira 3 times since it was put into production.
What's wrong with agile and jira?