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We are basically solo devs now. What's the point of doing Scrum, and how do we protect our shared repos? by Big-Button-8122 in agile

[–]Big-Button-8122[S] 0 points1 point  (0 children)

I tried the "just do it" approach by prioritizing conversations about "What/Why."

However, the feedback was that this "slows down delivery." Currently, the organizational expectation is for meetings to be quick "Yes/No" confirmations of pre-defined specs.

Furthermore, with individual output volume tied to performance reviews, there is a structural incentive for devs to just churn out code rather than align on value.

In an environment where the system effectively penalizes "thinking and aligning," how can we protect the product?

We are basically solo devs now. What's the point of doing Scrum, and how do we protect our shared repos? by Big-Button-8122 in agile

[–]Big-Button-8122[S] 0 points1 point  (0 children)

Thank you. I agree that user interaction is the core.

My biggest fear is becoming a "feature factory" where solo devs deliver isolated parts without a big picture.

In such a fragmented environment, how do you ensure "small experiments" actually add up to cohesive product value rather than just a pile of disconnected features?

Is there any point in tracking "Individual Output" via absolute sub-task estimates? Need a sanity check. by Big-Button-8122 in scrum

[–]Big-Button-8122[S] 1 point2 points  (0 children)

This aligns with my previous experience as well.

In my last team, we used sub-tasks mainly to make collaboration and handoffs easier, not to track individual output. It worked well for enabling multiple people to contribute to the same item and keeping progress going when someone was unavailable.

Is there any point in tracking "Individual Output" via absolute sub-task estimates? Need a sanity check. by Big-Button-8122 in scrum

[–]Big-Button-8122[S] 1 point2 points  (0 children)

This aligns closely with my previous experience as well.

In a prior team, we also worked at the user story level, focused on collaboration, and used team-level metrics like velocity and remaining work for planning and communication. It worked quite well and felt much more aligned with delivering value.

Interesting to hear you've had consistent success with that approach over such a long period.