|
Your experience dictates those things. Mine does not. You claim my experience can not exist. I claim my experience can. You also seem to ignore what I'm saying; we give deadlines. The end of the sprint. Whatever we take on will be done at the end of the sprint; they have control over what we take on by the backlog. Beyond that, we refuse to give any commitment (instead just giving relative weights to how long a task will take, to help in prioritization), and we are sufficiently empowered to not care if they try to commit us to something despite that. But they usually don't (the only time it's ever more immediate is "a bug was seen in prod and I want to know what caused it!", in which case that becomes our first priority task; again, because we consciously choose to undercommit ourselves, there is slack for that sort of thing to occur without delaying the schdule), because we work with them, listen to them, advise them, and they see that we are trying to help them do what is best for them, without causing a bunch of tensions and clusterf*ery. And because we undercommit we usually deliver more than we commit to, with time used to make sure things are reliable, so they have come to trust us. In short, I hear a bunch of presumptions from you about what management -always will do-, whereas I know this from experience to be false. Management -can- adapt to viewing things along sprint boundaries. At least, mine has. Perhaps your problem isn't that a process is bad, but that your managers insist on micromanaging you and that you're not sufficiently empowered to push back? |
I have done no such thing.
Obvious troll has become quite obvious.