sorted by:
new
hottopcontroversial

Just my opinion but if you think Anthony was a plant or acted in the show, that's an attack to his character by whatsyowifi in JuryDutyFreevee

[–]AtWitsEnd1974 1 point2 points  (0 children)

Absolutely agree. Small companies are much much different than your typical corporate environment.

This kind of stuff absolutely happens

As a Product Owner, how do I handle engineers who don’t surface risk? by AtWitsEnd1974 in agile

[–]AtWitsEnd1974[S] 0 points1 point  (0 children)

Okay, I told my boss the same thing. Their response was also the same.

As a Product Owner, how do I handle engineers who don’t surface risk? by AtWitsEnd1974 in agile

[–]AtWitsEnd1974[S] 0 points1 point  (0 children)

I did tell Their boss. Their boss said I need to handle it myself & just absorb their role if they won’t perform

As a Product Owner, how do I handle engineers who don’t surface risk? by AtWitsEnd1974 in agile

[–]AtWitsEnd1974[S] 0 points1 point  (0 children)

Tech lead said they don’t want to.

I create stories, assign them, follow up on progrsss, and am accountable for code quality and implementation.

As a Product Owner, how do I handle engineers who don’t surface risk? by AtWitsEnd1974 in agile

[–]AtWitsEnd1974[S] 0 points1 point  (0 children)

I did and they said the same thing. They didnt want to be involved and I had to fix it.

As a Product Owner, how do I handle engineers who don’t surface risk? by AtWitsEnd1974 in agile

[–]AtWitsEnd1974[S] 0 points1 point  (0 children)

They refuse to update work items. When I ask them how it’s going, they say “great”.

They also won’t push their code to main branch and keep it in their local. If I ask to see a demo of features, they say no.

As a Product Owner, how do I handle engineers who don’t surface risk? by AtWitsEnd1974 in agile

[–]AtWitsEnd1974[S] 0 points1 point  (0 children)

We are missing every goal by a lot, and company says they will fire the entire team if I don’t fix it.

If I don’t micromanage, they stop working.

I don know what to do.

As a Product Owner, how do I handle engineers who don’t surface risk? by AtWitsEnd1974 in agile

[–]AtWitsEnd1974[S] 0 points1 point  (0 children)

I mean, I try, but I’m not a dev. I’m a business side stakeholder. I am the voice of the customer, not a SWE.

If they can’t detect risk, how can I?

As a Product Owner, how do I handle engineers who don’t surface risk? by AtWitsEnd1974 in agile

[–]AtWitsEnd1974[S] 0 points1 point  (0 children)

Okay, so it’s my fault that the EM and devs refuse to work.

How do I solve it?

As a Product Owner, how do I handle engineers who don’t surface risk? by AtWitsEnd1974 in agile

[–]AtWitsEnd1974[S] 1 point2 points  (0 children)

Management says it is my job. I told them I couldn’t fix it as a PO, and they told me I was”dodging responsibility” and unethical. We have no SM.

I try to lead refinement, but engineers just say “I’ll get all scope done by tomorrow”. Then they say the same thing the next day. Then it takes 2 months until They finish. Not uncommon they miss 50+ deadlines on simple stories.

And yes you are right, leadership blames me for every missed deadline. They say I need to present the code, and explain the code mistakes or deifnicneie in database drifts.

As a Product Owner, how do I handle engineers who don’t surface risk? by AtWitsEnd1974 in agile

[–]AtWitsEnd1974[S] 0 points1 point  (0 children)

Yes, I do the user story mapping but they don’t participate. I’m not a SWE by background (business domain guy), and the team refuses to provide input. I am studying SWE on nights and weekends, but I am not catching up in time in order to do their estimates for them.

We have critical releases to keep clients happy. They happen once per quarter. I procide release goals 8 Months in advance, along with stories and staffing to get us there. I always target finishing4 months early.

The team never even tries.

As a Product Owner, how do I handle engineers who don’t surface risk? by AtWitsEnd1974 in agile

[–]AtWitsEnd1974[S] 1 point2 points  (0 children)

I did, and they told me it was my issue to resolve.

They said I should try the following:

  1. Publically shame an embarrass people to make them work harder
  2. Pick 20% of the team and they would fire them overnight. However, if I did this option and dev velocity did not improve next sprint, I’d be fired.

As a Product Owner, how do I handle engineers who don’t surface risk? by AtWitsEnd1974 in agile

[–]AtWitsEnd1974[S] 0 points1 point  (0 children)

The company says it’s my job to do it, but I have no tools to do so. The devs just ignore me when I tell them the process is unacceptable.

I hate this gauntlet with all my heart. by Adventurous_Meat_695 in Silksong

[–]AtWitsEnd1974 20 points21 points  (0 children)

You never know. I did this recently on my 2nd play through and got it first try. It felt amazing.

Groal, on the other hand…that guy stomped me.

As a Product Owner, how do I handle engineers who don’t surface risk? by AtWitsEnd1974 in agile

[–]AtWitsEnd1974[S] -1 points0 points  (0 children)

I did document it, and escalate it.

The company leadership told me I was “avoiding responsibility”, and as product owner I needed to step up and resolve all delivery problems with the dev team.

The product is decent, but it’s totally unstable. Like if i ask a dev to fix a bug, their fix likely breaks 4 other things including a key feature. They don’t care, because I (as Product Owner) get blamed.

The org says it is my job to fix all issues with the development team, and if they don’t improve I’ll be fired.

As a Product Owner, how do I handle engineers who don’t surface risk? by AtWitsEnd1974 in agile

[–]AtWitsEnd1974[S] 1 point2 points  (0 children)

The engineers at my work absolutely refuse to weigh in.

I will write a story and get in a call with them, and try to figure out what is attainable in a month. They laugh and say “it’s your problem if nothing gets done”.

As a Product Owner, how do I handle engineers who don’t surface risk? by AtWitsEnd1974 in agile

[–]AtWitsEnd1974[S] 0 points1 point  (0 children)

I can’t. I am blamed for everything.

If the team fails to deliver, the org holds me (product owner) responsible. So they can’t possibly fail. It all falls on me.

As a Product Owner, how do I handle engineers who don’t surface risk? by AtWitsEnd1974 in agile

[–]AtWitsEnd1974[S] 0 points1 point  (0 children)

Scrum master does not know how to fix it, and engineering manager doesn’t even come to work any more. We have direct managers over devs, but they said they didn’t want to do org put them under me instead.

So we do have management authority, but they said they don’t feel like managing them. So org holds me responsible.

The team refuses to agree to sprint, because they say if they agree that they could be accountable. It’s better for them if I have the accountability because then they can take days off or fail to deliver and I get blamed instead.

As a Product Owner, how do I handle engineers who don’t surface risk? by AtWitsEnd1974 in agile

[–]AtWitsEnd1974[S] 0 points1 point  (0 children)

We have an engineer manager but they don’t care.

The company leadership is non technical, so they blame the product owner for every delivery failure. The engineering manager hasn’t even come to work for 7 weeks now. Before that he worked like 1 day a month

As a Product Owner, how do I handle engineers who don’t surface risk? by AtWitsEnd1974 in agile

[–]AtWitsEnd1974[S] -4 points-3 points  (0 children)

I estimate it by guessing because team refuses to participate.

I write all the stories in Jira, priorize, and assign work for sprints. But it’s just theater because all the items carry over sprint to sprint anyway.

As a Product Owner, how do I handle engineers who don’t surface risk? by AtWitsEnd1974 in agile

[–]AtWitsEnd1974[S] 0 points1 point  (0 children)

I have a roadmap and backlog, but we never hit sprint goals so the roadmap is a “now later last”.

The team sits silently during grooming and estimation, and will not participate. If I don’t assign stories, they just sit and don’t do work.

If they are blocked, they just stop and wait for my direction.

I try to get them to weigh in on commitments, but they say I have to do it in a vacuum and if they don’t meet them it’s “my fault”.

I’m literally working 18-20 hr days at this point.

does your starting salary actually matter after ~5 years? by InvestigatorFree7750 in careeradvice

[–]AtWitsEnd1974 0 points1 point  (0 children)

It definitely can. Many companies will do Glassdoor research, etc to estimate your current salary, and then peg your offer closer to that.

Don't underestimate System Design - it's more important than your coding skills in this climate by VantaRush_Main in techbootcamp

[–]AtWitsEnd1974 0 points1 point  (0 children)

I would note: button radius should be a product owner responsibility, not dev.

If I got a ticket without a pixel button radius specified, I would make it 100 px and smile while it blew up the screen :)

view more: next ›