Warner Bros. Discovery

Within the team, the amount of collaboration is good/very good and improving daily. Occasional pair programming has been beneficial, helping expose others to code frameworks and resulting in a little less ramp-up time. There's not a lot that I would change within the team except to keep that communication flowing a bit better.

I really do appreciate the few stand-outs I have seen in management. They are class acts and truly understand what they are doing because, yes, they have been there and done the work themselves. We need more great people like you, but I know that quality can be hard to find.

Wheel-spinning due to a lack of communication from outside the team occurs often enough to be painful. It often seems that groups attempt to enforce particular plans or solutions because someone's name, yearly goal, etc., is attached to that solution.

I do not appreciate the few members of management who are spending a lot of time with busy work instead of contributing something meaningful.

It would be helpful if our team could work more directly for the client, deliver what they need, and get more directly from point A to B.

If management does not adhere to the core tenets of Scrum, then we may as well go back to waterfall. I see an almost religious grasping at what management "thinks" Scrum means (sprints, planning poker, keeping hours up-to-date, and sub-tasking everything to death), but most of the middle men seem to be solidly missing the point.

In the end, what does this amount to? Going through the motions so that "magically" things come together at the end of each sprint with pretty graphs. Behavior wholly like superstition.

There seems to be very little focus on collaboration and involving the entire work group, and isn't that the entire point of doing Scrum in the first place?