This flies in the face of agile and self organization.
Look, PM is important. Heck, I was a PM for most of my career, either as an addition to my tech role or as an exclusive role.
I can tell you from experience that this is not needed in a properly agile org. Most of them, of course, aren't.
You would be surprised what self organization can bring along. You drop all that toil and concentrate on value.
I've been PM during the "Waterfall" or "RUP" (IBM Rational Unified Process) era (though as I'm Deming specialist I was already practicing agile without the name since Scrum is from Sutherland himself said it used Deming's wheel), with agile era my role switched to Product Owner/Agile coach, but in practice they often expect me to be like the super PM in big corps. Except on small project of a few developers where you can practice canonical agile, in big corps and big projects it's near impossible notably due to politics: you'll have PM without the names, Directors etc... who will ask to be involved more than they should ;)
DevOps Engineer | Full Stack Developer | Building Cloud Native Apps | Working with Linux, AWS, Kubernetes, React, Node.js & TypeScript | Open to Remote Roles
It looks like your article is grounded in a contractor mindset. Correct me if I'm wrong here. Not only is the work required is being estimated before it begins (not agile) but you are also burdened with delivering on-time and on-budget according to someone else's estimates.
The call for a collaboration tool because each person is focused on his task is also telling of a lack of cross-functional team structure with co-location leading to a natural collaboration.
I'm not saying this to take anything from what you said. For any business that provides contractual work it is a good glimpse into how things usually work.
People who read it outside of the industry though, might take it at face value.
The article I provided shows that it does not HAVE to be that way.
We have enough problems with management dead set in their ways. Let's not ruin the new generation of developers. ;)
DevOps Engineer | Full Stack Developer | Building Cloud Native Apps | Working with Linux, AWS, Kubernetes, React, Node.js & TypeScript | Open to Remote Roles
Thanks for sharing your insights. You are right, I've always worked as a freelancer or a contractor with a very small team of developers. Agile development process seems to benefit everyone including client, project manager and developers.
DevOps Engineer | Full Stack Developer | Building Cloud Native Apps | Working with Linux, AWS, Kubernetes, React, Node.js & TypeScript | Open to Remote Roles
You know what! I really need to get into this. I wish I could be part of a developer team with agile software development process right now to get more experience in this regard. Are you aware of any open source community with the same methodology?
This flies in the face of agile and self organization.
Look, PM is important. Heck, I was a PM for most of my career, either as an addition to my tech role or as an exclusive role.
I can tell you from experience that this is not needed in a properly agile org. Most of them, of course, aren't.
You would be surprised what self organization can bring along. You drop all that toil and concentrate on value.
I've been PM during the "Waterfall" or "RUP" (IBM Rational Unified Process) era (though as I'm Deming specialist I was already practicing agile without the name since Scrum is from Sutherland himself said it used Deming's wheel), with agile era my role switched to Product Owner/Agile coach, but in practice they often expect me to be like the super PM in big corps. Except on small project of a few developers where you can practice canonical agile, in big corps and big projects it's near impossible notably due to politics: you'll have PM without the names, Directors etc... who will ask to be involved more than they should ;)
Interesting, how would you define "a properly agile organization"?
That is a huge question. I recommend reading This article by Ron Jeffries.
It looks like your article is grounded in a contractor mindset. Correct me if I'm wrong here. Not only is the work required is being estimated before it begins (not agile) but you are also burdened with delivering on-time and on-budget according to someone else's estimates.
The call for a collaboration tool because each person is focused on his task is also telling of a lack of cross-functional team structure with co-location leading to a natural collaboration.
I'm not saying this to take anything from what you said. For any business that provides contractual work it is a good glimpse into how things usually work.
People who read it outside of the industry though, might take it at face value.
The article I provided shows that it does not HAVE to be that way.
We have enough problems with management dead set in their ways. Let's not ruin the new generation of developers. ;)
Thanks for sharing your insights. You are right, I've always worked as a freelancer or a contractor with a very small team of developers. Agile development process seems to benefit everyone including client, project manager and developers.
Not finance though. It's hard for them to see unscoped and time limited work as viable.
Even though they do it with every new hire. 😉
You know what! I really need to get into this. I wish I could be part of a developer team with agile software development process right now to get more experience in this regard. Are you aware of any open source community with the same methodology?
Let me get back to you about this. It's a bit complicated for an immediate reply.