@afhill @christineluc @cydharrell thx for asking. Let's go through the roles:
1) PO-team should know more about what's being built, but often doesn't.
2) UX-devs are notorious for building hard to use sw. Not saying a UX person shouldn't be available, but the degree of the need for one illustrates the lack of 1/
1) PO-team should know more about what's being built, but often doesn't.
2) UX-devs are notorious for building hard to use sw. Not saying a UX person shouldn't be available, but the degree of the need for one illustrates the lack of 1/
@afhill @christineluc @cydharrell dev empathy for the user. If a person acted like software does they'd be punched out or fired in 15 minutes - "oh, you mean 9A doesn't come before 10?"
3) SM-they facilitate process and ceremony but can't/don't provide coaching for how to get the job done. Devs aren't taking 2/
3) SM-they facilitate process and ceremony but can't/don't provide coaching for how to get the job done. Devs aren't taking 2/
@afhill @christineluc @cydharrell responsibility for how they work because
1) they aren't trained in what good workflow would be
2) they are pressured by management to keep their heads down and work.k
I'm not saying we don't need comparable roles to PO,UX,SM,dev but much of what we have is because 3/
1) they aren't trained in what good workflow would be
2) they are pressured by management to keep their heads down and work.k
I'm not saying we don't need comparable roles to PO,UX,SM,dev but much of what we have is because 3/
@afhill @christineluc @cydharrell the true causes present aren't being handled. There is a large group in the Agile community that says you can't even get to cause. I strongly disagree. Yes, complexity means we can't predict the outside the box occurences. But it doesn't mean there's not a predictable science 4/
@afhill @christineluc @cydharrell under all of this that we're violating. THe best example of accommodation in SW dev is SAFe. You end up with big ARTs to manage all of the dependencies instead of having an effective value creation structure that has fewer dependencies between teams. 5/
@afhill @christineluc @cydharrell the problem is while it's easier mentally to accommodate problems by dealing with their symptoms, it takes much more work to do than it does to actually solve the problems which are often complex or at least complicated. solving complex problems requires understanding 6/
@afhill @christineluc @cydharrell the dynamics underneath them. But this requires a scientific attitude. Very few people who have taken the effort to create a brand would risk a fully scientific attitude because it could prove what they've done is not the most effective way of doing something.
7/7
7/7
@afhill @christineluc @cydharrell another thing to consider is that it takes a lot more effort to accommodate things than it does to solve them. It just takes better thinking tosolve them.
