This is great. I've been trying for a few years to convince teams to just be honest and switch to Kanban rather than calling what they do Scrum, even though in practice it tends to be like Kanban but with time wasted doing Fibonacci "points" estimation etc. Sprints would never complete all tasks so they'd end with a feeling of failure. I still wonder how and when estimates should be calculated. If it's a "hands-on manager", then it's very hard to avoid a feeling of pressure within the team to treat the estimates as deadlines or targets, which leads to stress and demotivation when things inevitably go to plan. Maybe managers should privately create estimates and not share them with the team, treating them instead as a prediction exercise only.
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This is great. I've been trying for a few years to convince teams to just be honest and switch to Kanban rather than calling what they do Scrum, even though in practice it tends to be like Kanban but with time wasted doing Fibonacci "points" estimation etc. Sprints would never complete all tasks so they'd end with a feeling of failure. I still wonder how and when estimates should be calculated. If it's a "hands-on manager", then it's very hard to avoid a feeling of pressure within the team to treat the estimates as deadlines or targets, which leads to stress and demotivation when things inevitably go to plan. Maybe managers should privately create estimates and not share them with the team, treating them instead as a prediction exercise only.