If you try to introduce Agile in a company that is already a deep Maze, expect to get it redefined to a version that has only superficial similarity with the original idea, and is Maze-compatible.
Basically, why most developers hate Scrum. Read the Scrum Guide, then underline the parts that your company does differently: Everyday meetings? Yes. Meetings under 5 minutes? No. Sprints? Yes, but they are two weeks instead of the recommended three. Retrospective? No. Scrum Master? There is a guy called that, but actually he is a manager. Product Owner? There is a guy called that, but actually he is a manager. Definition of Done? Not really, but there are JIRA tickets. Autonomy? Not really. Sustainable pace? Haha, your velocity is constantly measured, and it better keep increasing.
If you look at that list, it can be summarized as: remove feedback, increase paperwork, introduce metrics that can be Goodharted. While calling it Agile, so you can check another item in the list of buzzwords.
If you try to introduce Agile in a company that is already a deep Maze, expect to get it redefined to a version that has only superficial similarity with the original idea, and is Maze-compatible.
Basically, why most developers hate Scrum. Read the Scrum Guide, then underline the parts that your company does differently: Everyday meetings? Yes. Meetings under 5 minutes? No. Sprints? Yes, but they are two weeks instead of the recommended three. Retrospective? No. Scrum Master? There is a guy called that, but actually he is a manager. Product Owner? There is a guy called that, but actually he is a manager. Definition of Done? Not really, but there are JIRA tickets. Autonomy? Not really. Sustainable pace? Haha, your velocity is constantly measured, and it better keep increasing.
If you look at that list, it can be summarized as: remove feedback, increase paperwork, introduce metrics that can be Goodharted. While calling it Agile, so you can check another item in the list of buzzwords.