I really like seeing happy people; it makes me feel better about the world when I see happy people. Kindness, great attitudes, respect for others and hope for tomorrow are a huge part of what make communities and workplaces thrive. My appreciation for happiness is why it has taken me so long to write this article because I feel like I am complaining about happy people. For this, I sincerely apologize.
I have worked in a few IT shops that have attempted the Scrum and Agile process. From my limited exposure to this process, I have noted a few disturbing similarities:
- The crazy amount of face time chatter that occurs in multiple planning meetings with coworkers. I can look past this because, as a long time introvert, I am highly skilled in tuning out humans that are speaking yet saying nothing. I bring work to these meetings that I can delve into when the clock passes the time limit of 10 minutes and extends into 90 minutes of giggles, jokes, complaining, etc.
- The unusual and frequent “sprints” of activity that seem to exist for the sole benefit of providing eye candy to clients. From what I have witnessed, this activity does not keep clients in the loop; it only provides a platform for clients to add more requirements to an already agreed upon set of requirements. I am all for scope creep because we are human, it keeps me coding and I am giving clients what they want. However, enabling extreme scope creep means you are promoting an environment where no one has to sit, think and plan before meetings – everything just ends up being stream of consciousness. I rarely see extreme scope creep, but when I do it is when participants have to attend many meetings and they arrive at each meeting unprepared where they then rattle off unrelated and messy concepts about processes.
- The Agile and Scrum process seems to attract feverish support from the more social employees. They talk and talk and talk and talk and talk and talk and talk and talk and talk and talk about anything and everything and at the end of the day there is no code written. I appreciate this type of employee for their great attitude but when they promote Scrum and Agile processes, they end up keeping many people in meetings with them each week that far exceed what is necessary.
The to do list, client and IT communication, and weekly accountability of the Scrum and Agile process are WONDERFUL but these are things I already do so I don’t really have a solid argument for Scrum and Agile due to what I have experienced to date.
If you are in the midst of implementing the Scrum and Agile process, my advice to you (based on my meager experience with it) is:
- keep the 4 billion meetings to a strict time limit
- ensure the welcoming of scope creep does not promote lazy preparation for documenting processes and determining requirements
- if the only thing being produced is more meetings and no work is being produced, then scrutinize the process with all parties