[pm90]

I knew Pagerduty was going down the toilet when their sales folks started aggressively pitching BS products nobody really needed before their IPO. They couldn’t even release a proper incident management tool.

I really hope this project gets good enough to ditch PD. PD should literally lay off most of its staff and just maintain the existing product, cut costs and focus mostly on integrations. There is no way they have any other future.

[deathanatos]

I agree with the weird pushiness on other products that add specious business value, but I do think there is room for feature growth in the main product.

For example, the auto-merge functionality is somewhat useful, but it sometimes gets it wrong. Both merging and splitting alerts is extremely clunky. I'd also love to be able to have policies like "this alert is low-priority outside of business hours". The ability to re-open an accidentally closed alert. The ability to edit the alerting rules (the Global Ruleset) without needing to be a super-admin, as the Power That Be are reluctant to hand that out, also, the ability to just read the Global Ruleset with my peon privileges.

… the sort of spit & polish that doesn't happen, IMO, anymore, because everything is an MVP feature, before the agile scrum PM moves on to the next MVP feature. "Polish" just accumulates in the JIRA graveyard.

[smcnally]

    > … the sort of spit & polish that doesn't happen, IMO, anymore, because everything is an MVP feature, before the agile scrum PM moves on to the next MVP feature. "Polish" just accumulates in the JIRA graveyard. 

This is the #1 complaint about Agile I've heard from customers, engineers, and The Business. "The team under-promised, under-delivered, and told us 'that'd be in the next sprint.' We've never seen a .1 release of anything."

It eats away the trust and collaboration that get good work Live and adopted. IYO, is this an indictment of "Agile," or more of that org's approach to it?