<story><title>Senior developers are leading the great resignation movement</title><url>https://tipsnguts.medium.com/why-senior-developers-are-leading-the-great-resignation-movement-37b93ab9a634</url></story><parent_chain><item><author>DougBTX</author><text>&amp;gt; This is not to say Agile itself is bad - it takes effort and skill to use it effectively but managers seem to be taking the easy way out to create a factory line kind of setup where random requirements keep getting thrown and every two weeks you are supposed to roll out _a_ solution.&lt;p&gt;Scrum has outmarketed &amp;quot;Agile&amp;quot;, and swallowed it up wholesale. Agile was about putting people before process, Scrum is all process, no-wonder the people feel downtrodden.</text></item><item><author>blinkingled</author><text>&amp;gt; Supervisory managers brandishing Agile + endless meetings&lt;p&gt;Personally for me - this led to burnout and I have quit last two jobs that used Agile faster than I have the 2 before that didn&amp;#x27;t use Agile. Agile is very clearly being misused to turn developers into factory line workers whose productivity can be measured by number of commits, reviews and docs they put out every two weeks. And the meetings it takes to do Sprint planning, stand-ups, reviews, demos, retros are really killing any possibility of developers having a flow of uninterrupted time to do what they need to.&lt;p&gt;And the burnout article linked in the OP makes a great point about inputs to development teams not being measured. At some places developers are left to spec out stories and others have Architects &amp;#x2F; Tech Leads do it - in either case that in itself is a large chunk of work that takes up huge amount of time that no one is rewarded for in any way!&lt;p&gt;Mostly though keeping the churn going is what gets really tiring - do most orgs have work that a) needs to be done every two weeks and b) can be done in two weeks perpetually? The pressure leads to manufacturing bite sized requirements that can be demoed in two weeks - the real impact of that work is almost always never evaluated. Combine this pressure with time crunch that prevents people from spending quality time together to ponder bigger, high impact problems and collaborate on solving those within the meeting heavy Agile process and you are never going to get anything meaningful done.&lt;p&gt;This is not to say Agile itself is bad - it takes effort and skill to use it effectively but managers seem to be taking the easy way out to create a factory line kind of setup where random requirements keep getting thrown and every two weeks you are supposed to roll out _a_ solution. The trouble is software &amp;#x2F; IT is not at all like rolling cars out on a factory line so it all falls apart.&lt;p&gt;Edit: By Agile I meant Scrum really.</text></item></parent_chain><comment><author>nallerooth</author><text>&amp;gt; Scrum has outmarketed &amp;quot;Agile&amp;quot;, and swallowed it up wholesale. Agile was about putting people before process, Scrum is all process, no-wonder the people feel downtrodden.&lt;p&gt;This.&lt;p&gt;I understand that some managers want graphs, points, velocity, etc. Those things makes it easy to point at something and tell the team to improve. A good (imo) manager on the other hand, would just ask the team how the sprint went and what problems needs solving.</text></comment>
<story><title>Senior developers are leading the great resignation movement</title><url>https://tipsnguts.medium.com/why-senior-developers-are-leading-the-great-resignation-movement-37b93ab9a634</url></story><parent_chain><item><author>DougBTX</author><text>&amp;gt; This is not to say Agile itself is bad - it takes effort and skill to use it effectively but managers seem to be taking the easy way out to create a factory line kind of setup where random requirements keep getting thrown and every two weeks you are supposed to roll out _a_ solution.&lt;p&gt;Scrum has outmarketed &amp;quot;Agile&amp;quot;, and swallowed it up wholesale. Agile was about putting people before process, Scrum is all process, no-wonder the people feel downtrodden.</text></item><item><author>blinkingled</author><text>&amp;gt; Supervisory managers brandishing Agile + endless meetings&lt;p&gt;Personally for me - this led to burnout and I have quit last two jobs that used Agile faster than I have the 2 before that didn&amp;#x27;t use Agile. Agile is very clearly being misused to turn developers into factory line workers whose productivity can be measured by number of commits, reviews and docs they put out every two weeks. And the meetings it takes to do Sprint planning, stand-ups, reviews, demos, retros are really killing any possibility of developers having a flow of uninterrupted time to do what they need to.&lt;p&gt;And the burnout article linked in the OP makes a great point about inputs to development teams not being measured. At some places developers are left to spec out stories and others have Architects &amp;#x2F; Tech Leads do it - in either case that in itself is a large chunk of work that takes up huge amount of time that no one is rewarded for in any way!&lt;p&gt;Mostly though keeping the churn going is what gets really tiring - do most orgs have work that a) needs to be done every two weeks and b) can be done in two weeks perpetually? The pressure leads to manufacturing bite sized requirements that can be demoed in two weeks - the real impact of that work is almost always never evaluated. Combine this pressure with time crunch that prevents people from spending quality time together to ponder bigger, high impact problems and collaborate on solving those within the meeting heavy Agile process and you are never going to get anything meaningful done.&lt;p&gt;This is not to say Agile itself is bad - it takes effort and skill to use it effectively but managers seem to be taking the easy way out to create a factory line kind of setup where random requirements keep getting thrown and every two weeks you are supposed to roll out _a_ solution. The trouble is software &amp;#x2F; IT is not at all like rolling cars out on a factory line so it all falls apart.&lt;p&gt;Edit: By Agile I meant Scrum really.</text></item></parent_chain><comment><author>jes</author><text>In the late 90’s, one of my clients was an ultrasound company in Seattle. I was on a small software team of five or six competent engineers. We gelled as a team, embraced Kent Beck’s Extreme Programming (XP) philosophy, and really kicked ass.&lt;p&gt;We were also writing code in C++ to run on an ARM 7TDMI core embedded in a custom ASIC. We used the Metaware C++ compiler and JTAG based debug hardware from a German company whose name I’ve forgotten.&lt;p&gt;Good times. The client company was successful and was sold to Fujifilm about 20 years later for $950M.&lt;p&gt;Edit: The JTAG ICE was Trace32 from Lauterbach.</text></comment>