> Standups can be just two lines of text in a daily Slack thread, but usually it's handier to just gather around and go through what you did and what you'll be doing.
Why? So a middle manager can create a report and submit it to their superiors? What if we omit all these reporting steps (and the middle manager) and gather when there is need to gather only? The team knows what they are doing, they can see it in each other's commits and each other's tickets. Who are you trying to inform/report to here?
> What kind of project model do you like if Scrum is The Devil Incarnate?
Kanban
> Who takes care of customer requirements?
Developers. You can also implement a feedback form and read it as a team.
> Do you plan your time use
Roughly. If we knew exactly what each thing entails to plan it in detail, that'd be waterfall. Or scrum, which is mini waterfalls one after another, never ending. That time you spend on planning, better spend it doing, and without a ceremony master.
> How do you teach other people in the company not to bother the team during implementation?
We told them once. If you have a problem when business types are barging in all the time and bothering your devs, maybe the business types can get a course in patience and basic manners?
So you know at all times what everyone in your team does? Do you chat constantly with everyone on your team? Nobody just hunkers down and does stuff for a few days?
It's these cases where the standard checkup time (daily standup) comes in handy. It's not for "the middle management", it's for the team to know how everyone is progressing.
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How do you manage releases with Kanban? Do you have a release train and release whatever happens to be complete at the time it leaves the stateion or something else?
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So Developers take the time to arrange a meeting with the customer, talk with them about their problem, write down the features etc? And this is fine, but spending a Monday morning every two weeks planning a sprint is anathema?
Nobody in the team is an introvert who considers root canal without anaesthesia more enticing than spending a full day talking with non-technical customers about project requirements?
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You clearly have the cojones and corporate political power to tell business types and middle managers to fuck off. Many MANY other developers do not, if they tell the sales lead to fuck off with his "urgent" requests mid sprint, they'll be looking for a new job the next morning.
Why? So a middle manager can create a report and submit it to their superiors? What if we omit all these reporting steps (and the middle manager) and gather when there is need to gather only? The team knows what they are doing, they can see it in each other's commits and each other's tickets. Who are you trying to inform/report to here?
> What kind of project model do you like if Scrum is The Devil Incarnate?
Kanban
> Who takes care of customer requirements?
Developers. You can also implement a feedback form and read it as a team.
> Do you plan your time use
Roughly. If we knew exactly what each thing entails to plan it in detail, that'd be waterfall. Or scrum, which is mini waterfalls one after another, never ending. That time you spend on planning, better spend it doing, and without a ceremony master.
> How do you teach other people in the company not to bother the team during implementation?
We told them once. If you have a problem when business types are barging in all the time and bothering your devs, maybe the business types can get a course in patience and basic manners?