Warum Scrum und "agile" toxisch sind

Dienstag, 9.6.2015, 19:46 > da]v[ax

Ein interessanter Rant darüber, warum agiles Projektmanagement und Scrum des Teufels sind. Random quotes:

Scrum is sold as a process for “removing impediments”, which is a nice way of saying “spotting slackers”. The problem with it is that it creates more underperformers than it roots out. It’s a surveillance state that requires individual engineers to provide fine-grained visibility into their work and rate of productivity. This is defended using the “nothing to hide” argument, but the fact is that, even for pillar-of-the-community high performers, a surveillance state is an anxiety state. The fact of being observed changes the way people work– and, in creative fields, for the worse.
Scrum and “Agile” are designed, on the other hand, for the most status-insensitive people: young, privileged males who haven’t been tested, challenged, or burned yet at work. It’s for people who think that HR and management are a waste of time and that people should just “suck it up” when demeaned or insulted.
The truth about underperformers is that you don’t need “Agile” to find out who they are. People know who they are. The reason some teams get loaded down with disengaged, incompetent, or toxic people is that no one does anything about them. That’s a people-level management problem, not a workflow-level process problem.

(via fefe)