Australian urban planning, public transport, politics, retrocomputing, and tech nerd. Recovering journo. Cat parent. Part-time miserable grump.

Cities for people, not cars! Tech for people, not investors!

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Cake day: November 5th, 2022

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  • @airwhale @technology The issue is that often the core principles of agile fly in the face of how many big companies and organisations work.

    Big orgs are often built around hierarchical command-and-control. They’re built on monofunctional teams, processes, and procedures. They’re built on KPIs and reports. They’re built around getting stakeholder approvals ahead of waterfall projects.

    So the bits of agile that tend to get picked up and implemented are the kanban boards and daily “scrum” meetings.

    And the bits that tend to get left on the cutting room floor are the bits about products being the most important output, the autonomy, the cross-functional teams, the ongoing customer input, etc.


  • @BarneyDellar @technology You’re right, it should, in truly autonomous cross-functional teams that have a high degree of delegated decision-making.

    But that’s not what tends to happen in many larger, hierarchical organisations.

    In those organisations, what can tend to happen is the daily scrum becomes where managers get to micromanage details and staff are expected to report back their progress.

    (I’m thinking about one past job in particular, where it was explained to me that: “The scrum is important because it allows our manager to keep track of our progress and set priorities.”)