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Attending a career fair hosted by a conglomerate with a local office provided an opportunity to learn more about that organization. It provided great information and insight into the culture of both the employees and potential applicants. This post will focus on the company, as one interaction with a job seeker deserves its own.
Conversations during initial mingling provided the first important bits of information. The company was two years into a transformation implementing S_Fe (Scaled "A"gile Framework) with Scrum Alliance based inaccuracies. The fact that it was part of a four-year plan, exposes that the mindset remains inline with the PMI and traditional schedule-based approaches. Their new work was more-of-the-same, highly scheduled, phase-based attempt to analyze and determine next actions which were phrased as four different words beginning with the letter r.
The person in charge of the transformation provided more details in their opening remarks. Pride was taken in replacing bottom-up initiatives with top-down directives. Scrum Teams include a Project Manager, Business Analyst, Architect, and others as official roles.
Two managers could not explain their role in the new system, maintaining a command-and-control mentality. A prime focus was on increasing the output of the developers. When asked how the implementation was affecting quality, nobody was able to provide a tangible answer, only the marketing response of how important quality is. Another manager in the IT department had no background or experience in technology, highlighting their operations as being rooted in Taylor.
The experience was much like an interview. It provided the valuable information serving as red flags. There may be some great individuals within the organization; however that's what they shall remain with the oversight of the ruling bureaucrats.
Conversations during initial mingling provided the first important bits of information. The company was two years into a transformation implementing S_Fe (Scaled "A"gile Framework) with Scrum Alliance based inaccuracies. The fact that it was part of a four-year plan, exposes that the mindset remains inline with the PMI and traditional schedule-based approaches. Their new work was more-of-the-same, highly scheduled, phase-based attempt to analyze and determine next actions which were phrased as four different words beginning with the letter r.
The person in charge of the transformation provided more details in their opening remarks. Pride was taken in replacing bottom-up initiatives with top-down directives. Scrum Teams include a Project Manager, Business Analyst, Architect, and others as official roles.
Two managers could not explain their role in the new system, maintaining a command-and-control mentality. A prime focus was on increasing the output of the developers. When asked how the implementation was affecting quality, nobody was able to provide a tangible answer, only the marketing response of how important quality is. Another manager in the IT department had no background or experience in technology, highlighting their operations as being rooted in Taylor.
The experience was much like an interview. It provided the valuable information serving as red flags. There may be some great individuals within the organization; however that's what they shall remain with the oversight of the ruling bureaucrats.
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