alt Hacker NewsThe problem is a disconnect between management and those who build.
My thoughts when PE forced Agile on my employer were dismissed as "you're the technical expert, we're the process experts".
As someone without decision power, you read words of empowerment but your reality is a different one, and you're left resolving that dissonance on your own (quietly, otherwise you get pushed aside).
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> The problem is a disconnect between management and those who build.
That would clearly be a problem that falls well inside the domain "you are not doing enough Agile".
A key principle of Agile is literally "Business people and developers must work together daily throughout the project."
If a team suffers from that disconnect, it's failing Agile.
More to the point, whatever they are doing is not working, and Agile would fix it.
This is the problem with 'Agile', and why people refer to it as "Capital-A Agile".
As always, the problem isn't the process, the problem is the people. There's whole industries out there set up to sell A Process, so they come in and try to force something like this on you. They want to stay in business, so they need to make sure they have something to sell.
That's the dysfunction - a company that is forcing this laborious process on you, rather than giving teams the autonomy to figure out how they best work.
Agile works best as a toolbox of practices you can adopt, mix, and match to solve whatever problems you have. Do you need to work to a fixed schedule, or provide delivery estimates? You should probably have a way to regularly estimate your work. Are you struggling to actually ship and do things? Maybe it would be useful to plan things on a smaller, more frequent cadence.