三位工程师正在交付产品。然后，管理层聘请了一位Scrum Master。
2 分•作者: ghostinit•9 天前
2023年初，一家小型金融科技初创公司。截止日期：4个月内上线。工程团队实际上只有3个人。我担任架构师，外加两个开发人员。我们一切就绪。架构已设计好，基础设施在云端运行，后端框架也已准备就绪。<p>开发人员正在构建功能。我们按部就班。然后到了第二个月，管理层开始招聘。来了一堆经理。然后他们请来了一位Scrum Master。第一周，这家伙就想实施完整的敏捷仪式。<p>每日站会、Sprint计划、回顾会议、Backlog梳理。一整套流程。他的理由是：“你需要流程来扩展。” 我们还剩8周时间。<p>我们不是想扩展，我们是想完成任务。我已经见过这种模式多次上演了。小团队交付产品。管理层对缺乏可见性感到不安，他们聘请了流程人员。流程人员需要证明他们的价值，仪式被实施，一切都慢了下来。<p>让我抓狂的是时机。我们正在工作。离截止日期还有8周的时候，为什么要修复没有坏的东西？我真的很想知道，为什么管理层就不能放过正在工作的团队呢？这真的是出于对可持续性的担忧，还是仅仅是对没有控制机制感到不安？<p>你对此有什么经验？
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Early 2023s, small fintech startup. Deadline: 4 months to launch. Engineering team was literally 3 people. Me as architect, plus two devs. We had our shit together. Architecture designed, infrastructure running in the cloud, backend skeleton ready.<p>Devs were building features. We were on track. Then month 2 hit and management started hiring. A bunch of managers showed up. Then they brought in a Scrum Master. First week this guy wants to implement full Agile ceremonies.<p>Daily standups, sprint planning, retrospectives, backlog refinement. The whole package. His reasoning: "You need process to scale." We had 8 weeks left.<p>We weren't trying to scale. We were trying to finish. I've seen this same pattern play out multiple times now. Small team shipping. Management gets uncomfortable with lack of visibility, they hire process people. Process people need to justify their existence, ceremonies get implemented and everything slows down.<p>The thing that kills me is the timing. We were working. Why fix what isn't broken when you're 8 weeks from deadline? I'm genuinely curious, why can't management just leave working teams alone? Is it actual concern about sustainability or is it just discomfort with not having control mechanisms in place?<p>What's your experience with this?