What Are You Doing Right Now? (183 Viewers)
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It was once a water tank for irrigation, but now it is no longer useful.
The organization that Im currently working is a research institute that doing vast research on agricultural materials, environment, producing solar panels to store solar electricity. A large science and research center that has a large number of university professors and students, and I work as an IT expert.
The organization that Im currently working is a research institute that doing vast research on agricultural materials, environment, producing solar panels to store solar electricity. A large science and research center that has a large number of university professors and students, and I work as an IT expert.
I was showing two of my Murican sawker-loving colleagues some posts about McKennie during a quarterly planning happy hour this afternoon and we all had a good chuckle. “They always want him gone and then he becomes their best midfielder” they both basically said.
The best part is we have an AI guy from Leipzig who is too busy jacking off to AI to care my team just beat his.
The best part is we have an AI guy from Leipzig who is too busy jacking off to AI to care my team just beat his.
I was showing two of my Murican sawker-loving colleagues some posts about McKennie during a quarterly planning happy hour this afternoon and we all had a good chuckle. “They always want him gone and then he becomes their best midfielder” they both basically said.
The best part is we have an AI guy from Leipzig who is too busy jacking off to AI to care my team just beat his.
The best part is we have an AI guy from Leipzig who is too busy jacking off to AI to care my team just beat his.
Scrum is very painful. It only benefits the management team because they get to hold people accountable to their estimates, and all that bullshit paperwork helps facilitate their reporting. Scrum doesn't deliver any value for the people actually doing the work.
What's worse is when Scrum gets forced onto Ops/Infrastructure teams. For example, I'm not a Developer - I'm not shipping software per a software release cadence. I'm not working on enhancements or fixing bugs from a customer. Yet, modern IT management want things like "secure the network" broken down into bite-sized chunks. Where does "I make sure that one bad config on one key component doesn't bankrupt the entire fucking company" fit into Agile?
Software engineering estimates are garbage. Any non-trivial software engineering task is almost impossible to accurately estimate in advance.
This article gives a nice summary of how I feel: https://www.infoworld.com/article/2335665/software-engineering-estimates-are-garbage.html
Also - with sprints I feel that the "pressure" never stops. They aren't just shorter 1-2 week deadlines. They literally run back-to-back. Waterfall was structured around genuine real-world deadlines. High pressure was followed by low pressure. Sprints are fake deadlines invented for the sake of a process. There is no autonomy. We are not labourers laying bricks or painting houses. We are knowledge workers operating in a highly complex and ever-changing environment.
What about setting time aside to think and plan? That never gets accounted for in the sprint. The expectation is that only implementation remains and the Scrum Master thinks you can bang it out like a piece of IKEA furniture.
What's worse is when Scrum gets forced onto Ops/Infrastructure teams. For example, I'm not a Developer - I'm not shipping software per a software release cadence. I'm not working on enhancements or fixing bugs from a customer. Yet, modern IT management want things like "secure the network" broken down into bite-sized chunks. Where does "I make sure that one bad config on one key component doesn't bankrupt the entire fucking company" fit into Agile?
Software engineering estimates are garbage. Any non-trivial software engineering task is almost impossible to accurately estimate in advance.
This article gives a nice summary of how I feel: https://www.infoworld.com/article/2335665/software-engineering-estimates-are-garbage.html
Also - with sprints I feel that the "pressure" never stops. They aren't just shorter 1-2 week deadlines. They literally run back-to-back. Waterfall was structured around genuine real-world deadlines. High pressure was followed by low pressure. Sprints are fake deadlines invented for the sake of a process. There is no autonomy. We are not labourers laying bricks or painting houses. We are knowledge workers operating in a highly complex and ever-changing environment.
What about setting time aside to think and plan? That never gets accounted for in the sprint. The expectation is that only implementation remains and the Scrum Master thinks you can bang it out like a piece of IKEA furniture.
I have no idea why ops and infrastructure is dumped into agile, but they did the same with our teams. These teams have a million features to add X hardware to X location and then need user stories attached to them just because.
One thing I do like about SAFe is it holds developers accountable. But then once they understand the estimation game, they tend to overestimate for trivial tasks, and then we spend a shit ton of time trying to figure out if the estimations are even accurate. They never are.
This past week during planning I have had to create three PowerPoint presentations, present three PowerPoint presentations in front of basically my whole company, sit through a boring retrospective, attend two happy hours, and spend 6 hours in a conference room discussing cross platform features. Perhaps we spent 2 hours planning for our own quarter, with most of that time being a couple developers running their mouths as if it was comedy hour. Now in a few minutes I have to review my commitments, again, with an aPMO team that has no idea what work we are doing and never will.
It's fine though. I will charge all my drinks and shit to the company and not give a fuck after today. By the way thanks for great bonuses and salary.
One thing I do like about SAFe is it holds developers accountable. But then once they understand the estimation game, they tend to overestimate for trivial tasks, and then we spend a shit ton of time trying to figure out if the estimations are even accurate. They never are.
This past week during planning I have had to create three PowerPoint presentations, present three PowerPoint presentations in front of basically my whole company, sit through a boring retrospective, attend two happy hours, and spend 6 hours in a conference room discussing cross platform features. Perhaps we spent 2 hours planning for our own quarter, with most of that time being a couple developers running their mouths as if it was comedy hour. Now in a few minutes I have to review my commitments, again, with an aPMO team that has no idea what work we are doing and never will.
It's fine though. I will charge all my drinks and shit to the company and not give a fuck after today. By the way thanks for great bonuses and salary.
I think @Enron from there, I stayed there for a few months back in 2013, it was ghetto as fuck with a lot of easy hipster chicks. So if you don't get shot there's a hood chance you are going to score with armpit haired trollop