Thread regarding Wells Fargo & Co. layoffs

@geu+1ph7bd9E

Are you a program manager? Then I have more reasons not to trust you guys. Don't come to my LOB.

I agree with the one who said they are trying to force agile to be used in areas where it is not needed. We had a simple system that was efficient before, but they forced us to start using agile, and now I end up doing the exact same work but with a more pointless meetings. Of course, the reality is that during these agile meetings, I just listen in, but get actual work done while they are talking about stories.

Just accept we aren't actually doing Agile, just using JIRA for extreme documentation, and all the problems go away???

WF is trying to force every area into Agile when Agile wasn't meant for every process. The leaders don't understand that at all and it is a giant dumpster fire for so many teams.
Forcing people to use tools that don't do anything but bottleneck the process is the antithesis of Agile. This company is on a downward spiral big time, but I can't help but think that is part of the plan. Add in outsourcing thousands and thousands of jobs to India where they don't care one iota about the work or the company...massive failure throughout "the firm."

I think the major problem with Agile are the people. You need to have a vision and strategy BEFORE you start sprinting. If you are taking a roadtrip, do you know your destination? When you know that you start iterating and delivering value.

We are spending too much time for documentation than focusing on actual work due to auditing requirements ifor Jira stories. Product conversion is not working well in our LOB.

@1zqb+1ph7bd9E

Added problem is that many of those id--tic program managers are now trying to manage scrum masters and product owners, giving them waterfall instructions. Agile teams need to be managed by agile product managers, not by waterfall program managers.

@1jqa+1ph7bd9E

I agree, program managers are some of the worst offenders in change management. They are ignorant and arrogant at the same time. They don't understand what LOBs need and how the SDLC process works. One program manager (he is an SVP by the way) freely admitted that he has not done project management for years and can't remember how to manage projects anymore. I can see why project managers struggle under those id--tic program mangers because they are giving project managers wrong instructions and creating more chaos. Wells Fargo needs to get rid of those overpaid program managers.

@geu+1ph7bd9E

I have observed that most of so-called "program managers" are most incompetent and useless. You guys have no clue of what you are doing. I think Wells Fargo can save a lot of money by getting rid of these useless and incompetent program managers.

Agile is a joke here. Change Management is an utter failure

@geu+1ph7bd9E

I thought we are transitioning from program management to product management. LOL. You should stop the old thinking, that's why LOB has difficulty trusting you. LOL. Stop blaming business partners for your incompetence. LOL.

In tech engineering we are in no way shape or form ‘agile’. That concept is a complete failure and waste of time. Thank goodness wf wants to push a 20 year old square philosophy int a round whole for everyone. A huge mistake for some groups

Program Management is impossible at WF. There are too many Insecure business partners who are not willing to delegate work and allow a PM to manage a matrixed team. They have all but gutted the PMO for change management under the guise of Agile.

It's not Agile itself that is the problem. Agile works well in a pure technology environment, but not suitable for the highly regulated banking industry. Agile also does not work well when the incompetent leadership forces to override the process.

Wf waste so much money on this garbage

Agile might work at a small company that produces inconsequential products. If there's a bug in your goofy new app, so what? It does not work in a highly regulated industry (like banking) and with large, complex projects.

The example you hear from Agile Coaches sums it up: "Say, you want to change the color of a button..." We're NOT changing the color of a button! We're replacing a mission-critical legacy application that interfaces with 20+ other systems.

You are describing Scrum and not Agile.

There’s nothing wrong with Agile. Exec management forcing it down our throats while subverting its principals is a dumpster fire. Blaming Agile is like blaming Dell because your computer doesn’t work when you hit it with a hammer

I’ve worked at a few “agile” companies and they all end up the way WF is now. Agile is just like Six Sigma - failed ideology.

Any Software Development Lifecycle methodology not followed will lead to problems be it waterfall or agile. Wells Fargo leadership allowed Agile to be corrupted by making it 'Wells Fargo Agile' and not what is true agile. Add the business not supporting in all case and you have the recipe of failure.