Thread regarding U.S. Bank layoffs

Agile is a religion created for those that profit from being an agilist.

The copy-paste spammer has been at it again, posting garbage in this thread. No need to ask ChatGPT "what is agile?" and then post the entire result in this thread. It is not helpful in any way and makes you look foolish.

Many of the issues that are called out as being the fault of ‘agilists’ or Agile as a team practice, are actually Enterprise level dysfunctions that most corporate entities experience or are caused by overpaid consultants from McKinsey and PwC. You think agilists are overpaid? That sn-t faced Stanford graduate from McKinsey is 26, earns over 300k and has never even contributed to a team level effort at the Bank but is telling your leaders what to do (something Agile or Agilists would be reprimanded for).

With respect to metrics, most agilists know that data is being pulled and shared with leadership. That includes code commits, amount of points completed, amount of stories delivered, completion of epics and features. Guess which teams get the axe at the end of the year? The teams with messy data for delivery and disruption rates. Those teams are perceived as being unable to plan and deliver their work properly. It’s unlikely that they asked you to not work but rather tried to work around the “system” IN AN EFFORT TO HELP YOU.

The best part is that when you free up time and want to pull in tickets to work on they slap your hand and say no because that would mess up the sprint metrics. Make this make sense, you say you optimize productivity but when someone wants to do more work you tell them not to pull in a story and put it in a future sprint so your d-mb metrics won't be messed up. You say you want people to get credit for the work they do but you advise them to do the total opposite.

Scrum masters and Agilists say they'll "empower you," but really, they just sit back and tell you what to do.

They claim to create a "collaborative environment," but they just sit back and tell others to set up meetings.

They say teams can't plan without them, but they just sit back and tell others to plan, create stories, and schedule meetings.

They talk about optimizing resources, but they just sit back and ask managers what skills are needed.

They say they remove risks and dependencies, but they just sit back and tell others to meet with partners since they don't know the names and point of contact themselves and even after introducing them they could care less to remember.

That's pretty much how useful they are.

It will be great to see product and engineering take on this work when agile roles are eliminated. I will have popcorn ready to watch the show.

In 2025, many companies continue to use Agile methodologies, with examples including Apple, IBM, Microsoft, Google, and Amazon, among others, adapting Agile principles and frameworks like Scrum and Kanban

Agile is something that is 25+ years old and adopted only so the pitiful useless middle management could looks like they were doing something. The bank adopted Agile 20 years after other companies tried it.

At least 71% of U.S. companies are now using Agile.

Agile projects have a 64% success rate, whereas projects under the competing methodology known as waterfall only have a 49% success rate.

With that in mind, Agile projects are nearly 1.5X more successful than waterfall projects.

After adopting Agile, companies have experienced an average 60% growth in revenue and profit.

Scrum is the most popular Agile framework, with 61% of respondents from 76 countries reporting that they use it.

“Useless Post”

There are plenty of Agile success stories across different industries. Here are a few notable examples:

1. Spotify – Scaling Agile with Squads and Tribes

Spotify revolutionized Agile scaling by introducing the Squads, Tribes, Chapters, and Guilds model. They structured small, autonomous teams (Squads) working on specific features while maintaining alignment through Tribes (groups of Squads working on related goals). This allowed them to scale Agile efficiently while maintaining innovation and speed.

2. ING Bank – Agile Transformation in Finance

ING, a major European bank, adopted Agile to enhance customer experience and accelerate product development. They moved from a traditional hierarchy to an Agile structure inspired by Spotify, reducing bureaucracy and increasing efficiency. As a result, they launched digital banking products much faster and improved employee engagement.

3. Microsoft – Agile in Large Enterprises

Microsoft used Agile to improve software development, particularly with its Azure DevOps services. By transitioning from a waterfall approach to Agile methodologies, they increased release frequency from every few months to every three weeks, improving responsiveness to customer needs.

4. Airbnb – Rapid Innovation and Scalability

Airbnb embraced Agile early on, using continuous deployment and iterative development to improve its platform. Their engineering teams adopted Kanban and Scrum, allowing them to roll out updates efficiently and optimize user experience based on data-driven insights.

5. John Deere – Agile in Manufacturing

Even in traditional industries like manufacturing, John Deere successfully implemented Agile in its IT and product development teams. They used Scrum and SAFe (Scaled Agile Framework) to develop smart farming solutions, improving collaboration between software and hardware teams.

6. Tesla – Agile in Hardware Development

Unlike traditional automakers that use rigid product release cycles, Tesla operates more like a tech company, incorporating Agile principles. They push over-the-air (OTA) software updates to their cars, continuously improving features without requiring customers to buy new models.

7. Google – Agile in Search and AI Development

Google’s teams use Agile, particularly in AI and machine learning projects, where rapid iteration and continuous learning are essential. Their teams use Scrum and OKRs (Objectives and Key Results) to drive innovation at scale.

Each of these companies leveraged Agile to increase speed, flexibility, and customer focus, leading to significant competitive advantages. Do you have a specific industry or company in mind?

I swear these LLM posts are that person who keeps identifying themselves with bad spelling in their posts.

Quarterly planning in Agile, often called PI Planning (Program Increment Planning) in SAFe, helps teams align on goals, prioritize work, and coordinate dependencies for the next quarter. Here’s how to effectively conduct it:

1. Set the Stage

Define Objectives: Align business goals with product strategy.

Gather Stakeholders: Include Scrum teams, Product Owners, leadership, and key stakeholders.

Review Roadmap: Ensure clarity on upcoming features, technical priorities, and dependencies.

2. Break Down Work into Deliverables

Identify Epics & Features: Break them into prioritized, high-value items.

Refine Backlog: Ensure user stories are clear and estimated.

Consider Dependencies: Map out cross-team needs to prevent blockers.

3. Conduct Planning Sessions

Sprint Mapping: Assign features and stories to sprints (e.g., over 3 months).

Risk Assessment: Identify potential challenges and mitigation plans.

Capacity Planning: Balance workload based on team availability.

4. Align and Finalize Plan

Set Clear OKRs (Objectives & Key Results): Define success metrics for the quarter.

Review and Adjust: Teams discuss feasibility and refine the plan.

Get Commitment: Ensure everyone is aligned and committed.

5. Execution & Adaptation

Track Progress: Use Agile boards (Jira, Azure DevOps, etc.).

Regular Syncs: Hold weekly/monthly check-ins to adjust as needed.

Quarterly Review: Evaluate outcomes, learn, and improve for the next cycle.

Why Are Retrospectives Important?

1. Continuous Improvement – Helps teams identify what’s working well and what needs improvement.

2. Team Collaboration – Encourages open discussion and collective problem-solving.

3. Boosts Efficiency – Helps eliminate blockers and improve workflow.

4. Enhances Team Morale – Provides a safe space for team members to express concerns and celebrate successes.

5. Encourages Adaptability – Enables teams to adjust processes and strategies based on lessons learned.

Typical Sprint Retrospective Format (Start-Stop-Continue Model)

Start: What should we start doing to improve?

Stop: What’s not working that we should stop?

Continue: What’s working well that we should keep doing?

Best Practices for Effective Retrospectives

Keep the discussion constructive and blameless.

Focus on actionable insights.

Rotate retrospective formats to keep them engaging.

Follow up on improvements in the next sprint.

Would you like help structuring an engaging retrospective for your team?

SAFe (Scaled Agile Framework) offers several benefits for organizations looking to implement Agile at scale. Here are some key advantages:

1. Alignment Across the Organization

Ensures that teams, stakeholders, and leadership work towards common goals.

Provides transparency into priorities and progress.

Facilitates coordination across multiple Agile teams.

2. Faster Time-to-Market

Enables quicker product delivery through incremental development.

Reduces delays by improving collaboration and decision-making.

Increases adaptability to changing market conditions.

3. Improved Quality

Encourages built-in quality practices across development.

Uses continuous integration and testing to minimize defects.

Aligns development with customer needs for better user satisfaction.

4. Increased Productivity

Reduces waste by focusing on high-value work.

Empowers teams to work efficiently with clear priorities.

Improves workflow through Lean and Agile principles.

5. Better Risk Management

Provides visibility into potential risks early in development.

Uses iterative feedback to adjust plans proactively.

Ensures compliance with regulatory and security standards.

6. Stronger Employee Engagement

Encourages a culture of collaboration and innovation.

Empowers teams with autonomy and responsibility.

Provides career growth opportunities through Agile roles.

7. Enhanced Customer Satisfaction

Focuses on delivering value through continuous customer feedback.

Adapts to customer needs quickly.

Ensures that end products align with market demands.

Would you like insights into implementing SAFe in your organization?

The AI garbage post troll is busy today. Get a life, troll.

Why Employees Post:
Venting: Many disgruntled ex-employees post out of frustration, seeking a place to express their emotions and experience.
Warning Others: Some may post to warn others about a poor work environment or to prevent future employees from going through the same issues.
Seeking Justice: In some cases, former employees feel their grievances weren't addressed or recognized by the company, so they use these platforms as a way to be heard.
It's important to note that while these posts can provide valuable insight into a company's work culture, they may not always represent the full picture. Some posts could be exaggerated or biased, and others might reflect a single individual’s experience rather than a systemic issue within the company.

Better Stakeholder Engagement – Regular updates and reviews ensure stakeholders remain involved and satisfied.

Enhanced Transparency – Progress tracking through burndown charts and sprint backlogs provides clear visibility.

Agile reduces waste by ensuring teams only build what’s necessary, optimizing resource allocation, and preventing costly last-minute changes.

Since Agile breaks work into small, manageable increments, it minimizes the impact of potential failures and allows for early course correction.

Project management and product management are distinct but complementary roles. Here’s how they differ:

Project Management

Focus: Oversees the execution of a specific project from start to finish.

Goal: Deliver the project on time, within scope, and on budget.

Key Responsibilities:

Planning and scheduling

Resource allocation

Risk management

Stakeholder communication

Ensuring project deliverables meet requirements

Success Metrics: Timeliness, budget adherence, and project completion.

Product Management

Focus: Oversees the development, strategy, and lifecycle of a product.

Goal: Build a product that meets customer needs and business objectives.

Key Responsibilities:

Market research and customer insights

Defining product vision and roadmap

Prioritizing features and requirements

Collaborating with engineering, design, and marketing

Ensuring product-market fit

Success Metrics: User adoption, customer satisfaction, and revenue growth.

Key Differences

In short, project managers execute projects, while product managers define and drive the product vision. Often, they work together, with project managers ensuring smooth execution and product managers focusing on long-term success.

Pasting in long tedious AI generated posts is not useful or helpful in any way. Just stop it. You're making a fool of yourself.

1. Flexibility & Adaptability

Agile allows teams to quickly adapt to changing requirements, making it ideal for fast-moving industries like software development and product design.

Unlike traditional methods like Waterfall, Agile embraces change rather than resisting it.

2. Faster Time to Market

Agile promotes incremental delivery, meaning products or features reach customers faster.

This enables businesses to test, refine, and improve their offerings without long development cycles.

3. Improved Collaboration & Transparency

Agile fosters open communication between developers, stakeholders, and customers.

Daily stand-ups and sprint reviews keep everyone aligned and engaged.

4. Higher Customer Satisfaction

Frequent iterations mean customers can give feedback and see changes implemented quickly.

Agile ensures that teams build what customers actually need, reducing wasted effort.

5. Risk Mitigation

Regular testing and feedback loops help identify and fix issues early.

Short development cycles reduce the risk of project failure.

6. Employee Engagement & Ownership

Agile empowers teams to self-organize, leading to higher motivation and productivity.

Encourages innovation and accountability, rather than micromanagement.

A good Scrum Master is essential for a successful Agile team. Here are the key qualities and skills that make a great Scrum Master:

1. Strong Facilitation Skills

Helps teams run effective Scrum ceremonies (Daily Stand-ups, Sprint Planning, Reviews, and Retrospectives).

Keeps meetings focused and productive.

2. Deep Understanding of Scrum & Agile Principles

Knows the Scrum framework inside and out.

Understands Agile values beyond just the mechanics of Scrum.

3. Servant Leadership Mindset

Prioritizes the team’s success over personal recognition.

Removes obstacles and empowers team members.

4. Excellent Communication & Coaching Abilities

Bridges the gap between developers, Product Owners, and stakeholders.

Helps team members improve collaboration and self-organization.

5. Problem-Solving & Conflict Resolution

Identifies and resolves team impediments quickly.

Mediates conflicts to maintain a positive team dynamic.

6. Adaptability & Continuous Learning

Adjusts practices to fit the team's needs.

Stays updated with Agile best practices and industry trends.

7. Promotes Continuous Improvement

Encourages retrospectives that lead to actionable improvements.

Helps the team evolve and refine their Agile processes.

A great Scrum Master isn’t just a rule enforcer—they’re a mentor, coach, and team advocate who ensures Agile principles drive real value.

My AI response to this AI post: Agile is good for managing projects that require flexibility, continuous improvement, and rapid adaptation to change. It works particularly well for:

1. Software Development – Agile helps teams deliver working software in small, iterative cycles, allowing for quick adjustments based on user feedback.

2. Product Development – It enables teams to quickly respond to market demands, customer needs, and technological changes.

3. Marketing and Design – Agile allows creative teams to test campaigns, adjust strategies, and iterate based on performance data.

4. Startups & Innovation – Startups benefit from Agile by quickly testing ideas, pivoting when needed, and minimizing wasted resources.

5. Manufacturing & Engineering – Agile principles are applied in lean manufacturing and hardware development to improve efficiency.

6. Business & Management – Agile frameworks like Scrum and Kanban help teams prioritize tasks, improve collaboration, and increase productivity.

In short, Agile is great for any field that values adaptability, collaboration, and continuous improvement.

LLM a-s post

I've never seen any numbers suggesting that agile at the bank is faster, more efficient, or makes employees happier. Are projects getting done faster and will fewer problems today? Agile is a religion for those profiting off agile.

To the comment calling a group professional naggers is uncalled for. Lets keep things professional I'm sure our leaders are having these type of discussions behind closed doors.

What really bothers me about this post is that it's so personal. Agilists are just making a living and are generally good people. If you don't like the agile methodology, fine, debate that. Feels so juvenile to say "Agilists are useless". When did this web site go from talking about layoffs to bi--hing about everything under the sun?

These agile people get paid more than many of our developers. For what? There are scrum master level ones, coach level ones and then two layers on manager layer ones. Why do we need so many?? Professional naggers.

Is an agilist a project manager? Or is the agilist taking on the role of project manager? I’ve been on projects where there are agilists, project managers, and program managers, and they all seem to do the same things. Each department seems to use the role for something different. Just don’t see the need for agilist and Project manager on same project.

Most Teams appreciate and respect their Aligist. If they don’t, it’s likely they have an issue with that particular individual. Not an issue with the Agilist role itself. The alternative would be to find someone else on the team (engineer or PM) to take on a the Agilist job responsibilities, in addition to their own. If that works for you great. Others would prefer to have their engineers focused on development and PM focused on stakeholder engagement.

You really want to go back to everyone asking us to stop what we are doing and complete their work, giving weekly reports on what we've accomplished, and not getting credit for anything we've done?

Honestly, maybe 3 out of 10 Agilists are solid. The good ones are rare, and they often move on to bigger, more challenging roles outside of Agile. The few posts that are hyping up agile are probably the agilists themselves responding to this post.

If you want to grow in your career and avoid being sidelined, ask yourself. Am I actually adding value? What can I do better? What are the team’s biggest pain points, and how can I help own and solve them? (not by creating processess for others to own). You’re supposed to be a change agent. If leadership is pushing bloated processes, call it out don’t just enforce them blindly.

If you’re okay with staying where you are, fine. Keep facilitating without understanding the why or how much time your asks take from people’s real work.

Everyone deals with different time zones, cultural differences, language barriers, crazy expectations, and ego-driven leaders. It’s not just an Agile thing. Instead of telling people what to do, try stepping into their shoes. Ask what you can take off their plate. Own something. Be the person who helps, not the one who adds to the chaos.

Agile isn’t about meetings and processes it’s about making things better. If you’re not doing that, it’s time to rethink your role.

If it weren't for the agilists, we would have to deal with a lot of the planning, reporting, dealing with management, documentation, off shore contractors, and more meetings! You can't pay ours enough! I don't want to go back to project management!

Agislist/scrum masters have only done the following: waste time, make people uncomfortable and delay projects. They took no time to learn about the best way to apply their methods and ended up hated by most people.

I appreciate our agilist, I love having them doing all the tracking and helping us to plan, etc so I can concentrate and be heads down on my work. And she probably works longer hours than most of us keeping everything together. I feel like there is a bitter ex-employee posting lately.

Useless tech bros? Imagine that.

I love the fact that OP took the time to itemize and bold their statements about wasted efficiency while also encouraging canning an entire org of people, on a site intended to warn people about layoffs. You must be a blast at parties!

I feel this post is so incredibly accurate. I have never been more disenchanted by a group in my life. Wasted meetings, aversion to identified risks…actively work to evade certain teams in order to get whatever cr*p project through.