Why are CEOs blaming AI for layoffs? Perhaps they don’t want to admit to their own mistakes.
  • jtrek@startrek.websiteEnglish
    53·
    12 hours ago

    The place I work at I wouldn’t say is “over staffed” but it is maybe “wrong-staffed”.

    They have a full time “scrum master” and from what I can tell all she does it share her screen so people can awkwardly tell her which tickets to click on, and she calls on people in order during the morning meeting. That’s a whole-ass job. Meanwhile, devops is like crying blood because there’s like 2 of them managing decades of systems, and no senior engineering roles have been backfilled after people left for years.

    • monsieur_hackerman@programming.devEnglish
      23·
      12 hours ago

      Very similar issue here… Scrum masters that invite themselves to every meeting to run them, but are not able to contribute meaningfully in any way. I guess it’s not just my company that does agile wrong

    • BassTurd@lemmy.worldEnglish
      9·
      10 hours ago

      I’m fortunate to have an effective scrum master. She knows the products will enough to properly interface with our different stage holders. The amount of shit that doesn’t make it to us because she’s essentially our firewall to the customers, is astounding.

      That said, there are plenty of other business decisions being made that are rapidly leading to a team wide brain drain. The top brass is so out of touch with reality, and they make major decisions on that ignorance without consulting anyone that knows anything. It’s also turned into a boys club at the top, so there’s no individual accountability, just yes men.

      • trem@lemmy.blahaj.zoneEnglish
        3·
        3 hours ago

        I mean, without knowing the details what your scrum master does, that feels more like a ‘product owner’ role to me.

        But to be fair, I’m also not sure, what the ‘scrum master’ role is actually supposed to do. Some say, scrum masters really need to be deeply involved in the whole project to be able to question/assist the way of working.
        And then there’s the reality at my company, which is that scrum masters often have 10+ projects, where they just hop between meetings to host them, while hardly being able to contribute anything…