| I am not sure this is ever a soluble problem - it is one of those things that demands perfect actions from all players in a "hierarchy". If any person in your reporting chain does the very human thing of "trying to please", and undercuts your promises, you have a problem. Telling your boss "well I told you so, and I am not going to alter my activities to try and fix it" is a short cut to P45 land. No matter how much lip service is paid to Agile, the sprint concept is not protected Agile : it will be done when it's done, there are no schedules, only estimates. very very few organisations accept this. Everyone has milestones on the board report and if you slip, others slip and lots of pain happens. It is good to have your own schedule and to feed that out professionally, but it only seems to work in areas where your personal influence (your professionalism) reflects to the top of the decision chain. Other than that m, saying yes or no is just squeaking of the wheels. |