<p>In this episode, Dave and Jamison answer these questions:</p> <ol> <li> <p>My company follows scrum, with daily standups. We got a new scrum master. He is very formal and procedural and I struggle with our daily meetings.</p> <p>He goes through a long list of assigned tickets, asking each ticket owner about status and info on progress. We are all engineers with many years of experience but it feels like we are in the kindergarten. We don’t have deep expertise about each others work. It is important to know what each of us is doing more or less, but going deep in these issues makes me disconnect, and I think these meetings are above all very good to signal blocking points and ask for help. A recitation of tickets and work being done is not their purpose. On top of that, most days it takes 25-30 mins to go through all the issues.</p> <p>Am I being difficult complaining about this? I tried to be polite when I raised the issue but I was told more or less that this way is better for the company. Is it common in the industry to go through dailys like this?</p> <p>Thanks a lot, guys, you do great work and I look forward to the SW/industry podcast that makes me laugh the most!</p> </li> <li> <p>Hi! Long-time listener here, I remember Jamison mentioning this podcast on JS Jabber and I’ve been listening ever since. Best part of my week!</p> <p>In my current organisation I have a tech lead role on a small, internal platform team. Our “customers” are mainly other engineers. Due to several re-orgs, I have over the years worked with a number of Product Managers and Engineering Managers who have all had one thing in common: they don’t understand the technical domain we work in very well. You could say we have “Product Managers” who do not understand the “Product”.</p> <p>At the same time, these people are expected to interact with stakeholders, set the platform vision, manage the roadmap and backlog, prioritise risks, write documentation, do demos, etc. In the end, a lot of this work falls through to me. I do the work, but have also received negative feedback from my skip level that I need to do a better job keeping the product manager and engineering manager in the loop.</p> <p>I just got a new EM and am heading into our first expectations setting meeting. How can best express that my expectation is that the roadmap for a technical platform team should be managed by someone technical? Do you think product managers have a role on internal platform teams?</p> </li> </ol>
Analysis: done · source seed