The other half of the problem is that management (especially nontechnical "PMP" types) suck at understanding the realities of software development and obsess too much on deadlines and "accountability" when they would do better to focus on removing obstacles for the team or, god-forbid, perhaps jump in and do some of the actual work.
Nooooo, please don't let them get involved in the actual work!
EDIT: Maybe I should politely rephrase that: If they're anything like my previous non-technical managers, I'd rather they make the most of their talents elsewhere.
Moving back on topic, the article is worth reading just for the mention of Planning Poker alone. Another moment of enlightenment for me on HN.
Comments
The other half of the problem is that management (especially nontechnical "PMP" types) suck at understanding the realities of software development and obsess too much on deadlines and "accountability" when they would do better to focus on removing obstacles for the team or, god-forbid, perhaps jump in and do some of the actual work.
Nooooo, please don't let them get involved in the actual work!
EDIT: Maybe I should politely rephrase that: If they're anything like my previous non-technical managers, I'd rather they make the most of their talents elsewhere.
Moving back on topic, the article is worth reading just for the mention of Planning Poker alone. Another moment of enlightenment for me on HN.