And our in house "Agile Practitioners" (their job title) pushed this to a state where the next four tickets in a task get broken down to four hour long pieces of work go to four different people, regardless of their context or skill set rather than what two years ago was what one person just owned and did in a day. Work in progress is minimized by the metrics, but it doubled the overall man hours. And the Ops Director gets promoted on that WIP metric while half the team quit citing the changes due to the added communication burden and lack of ownership.
I'm thinking some people are approaching agentic development in the same manner, splitting work up across agents too aggressively, giving each agent new context/upfront plans, when the one session could have done the whole problem in the one context window.
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And our in house "Agile Practitioners" (their job title) pushed this to a state where the next four tickets in a task get broken down to four hour long pieces of work go to four different people, regardless of their context or skill set rather than what two years ago was what one person just owned and did in a day. Work in progress is minimized by the metrics, but it doubled the overall man hours. And the Ops Director gets promoted on that WIP metric while half the team quit citing the changes due to the added communication burden and lack of ownership.
I'm thinking some people are approaching agentic development in the same manner, splitting work up across agents too aggressively, giving each agent new context/upfront plans, when the one session could have done the whole problem in the one context window.