no need

Septembrie 15, 2016

Yeah, I’ve always been saying: if it ain’t need it must be greed.

And if it ain’t greed it must be slavery.

pretul cafelei a urcat

Septembrie 1, 2016

2016. Cifre mari din neon clipesc € 1.01. Pretul cafelei a urcat cu 2 centi. In sistemul binary 101 este echivalent lui 5. Eu ma gandeam mai mult la Room 101. Un pret… ca sa te scobesti prin buzunare de euro-centul ala pe care niciodata nu-l ai. Cupru bate fierul. La automat gustul si pretul au ramas la fel, 0.30 euro centi.

 

nişte români la muncă

Septembrie 1, 2016

a-chilling-february-morning_FUJI5332_crop_-0.3exp

Bruxelles. Feb 2016

arborele genealogic cotit

Februarie 16, 2016

Ramuri răsfirate,

Muncă păstrată în clepsidrele Saharei.

Ce formă are coroana lui?

Fructe oprite.

 

someone’s office

Ianuarie 21, 2016

365-2016-021_FUJI4663_crop

Now, I think I’d like to meet this person.

email

Ianuarie 17, 2016

Unei colege

 

Programatorule,

 

Mi-e dor sa mai lucrez cu tine la proiect,

eu prost sa ma prefac iar glasul tau

sa-mi spuna ce sa fac.

La ce bun sa le ofer solutii when

gandul meu viseaza rezolutii.

Sunt prins acum,

ceva ce-mi cere mult tutun

rabdarea n-o mai am si sincer,

mi-as pastra-o pentru ceva fara mult DAO.

Limbajul zilelor de azi,

MENSA, design si geometrie

sarma ghimpata ploilor sarate

pumnal in aRGiBiul culorilor adevarate.

Daca proiectul nostru nu mai vede anul

De pe Selena, cea prafuita si pustie,

O sa imi cer transferul, voi face pasul.

Tie, itivoitrimite de la soare

gandul ca poate-am fost odata Fanus Neagu.

 

Regards,

Tiberiu

 

„There are no solutions, only cowardice masquerading as such.” – Emil Cioran

Ce m-a facut s-o cumpar? Titlul. Si n-am gresit de data asta. Un snapshot al societatii romanesti de la revolutie incoace. Scrisa concis, pe un ton moderat si intr-un limbaj vioi caracteristic baietilor misto, nonconformist, cu doze fine de cinism reparate la timp, cu capitole scurte si fraze la obiect, cartea se adreseaza unui public larg dar mai ales corporatistilor din generatia autorului. Costi, nascut imediat dupa cutremurul din ’77 cum spune el, matura prin socitatea romaneasca praful capitalist autohton care pare s-o sufoce. O pot citi si pensionarii ca sa ne compatimeasca desi am esuat impreuna. O pot citi si cei care aspira mai de voie mai de nevoie la viata corporatista ca sa inteleaga mai usor de ce dupa cinci ani vor s-o taie cat mai des in Thailanda. Fara a putea fi acuzat de nostalgie (orientarea sa politica e declarata), Rogozanu presara in lucrarea sa referinte marxiste, necesare relevante dupa parerea mea, si promoveaza site-ul de orientare stanga www.criticatac.ro la care colaboreaza.

Format in perioada post-comunista, Rogozanu isi da seama ca apartine unei generatii in deriva. Ceva n-a mers in comunism. Dar nu merge nici in capitalism. Cum sapi in constiinta unei intreagi clase de mijloc deja adaptata putregaiului moral romanesc? Aici bate el. Nu prea te poti pisa impotriva vantului dar cartea ofera si ceva raspunsuri.

O citesc acum cand in Europa se isca parca un vanticel rosu-negru care sper sa nu aduca ciuma. In Belgia statul scoate coltii in urma atentatatului de la cafeneaua din Paris. (shit, ar trebui sa-mi duc jurnalul in alta parte) Deh, aia mici latra tare. Auzi la ei, o CIA a Europei! Simplificand, dac-as mai permite-un comunism ar trebui sa fie unul descentralizat; un capitalism fara titluri de proprietate prea mari, monarhie fara servitori, ortodoxie fara domenii, pluripartitism, in care padurile si plajele nu fac titlu de proprietate. Un alt fel de socialism altfel aplicat, asa cum a fost descris el de vizionari precum Henry George in Progress and Poverty. Dar sa nu bat campii. Probabil si eu fac parte din categoria aia de corporatisti pe care Rogozanu o identifica foarte clar. Aceea care e multumita, nu spune nimic si care nu vrea decat normalitate, ca-n Europa civilizata.

Inainte de a v-o recomanda cu incredere, precizez ca nu am nici un contract de promovare nici cu C. Rogozanu nici cu editura. Am doar un contract cu practicalitatea si de aceea am pus linkurile mai jos.

Motivul pentru care Rogozanu a scris Carte de Munca il puteti citi aici:

http://www.criticatac.ro/24271/de-ce-carte-de-munc/

http://www.edituratact.ro/produs/carte-de-munca/

 

No Outlook

Septembrie 4, 2015

A venit, a venit toamna… acopera-mi inima cu ceva, ar putea fi titlul de astazi. Ploaia fina, frunzele chircite, tipetele subtiri din curtea scolii, freamatul de pe sosea, inca o pagina rupta din calendar, cuiburile parasite din varful stalpilor, toate astea, fara a fi incheiat vreun pact cu timida toamna, imi baga pe gat sentimentul unui nou inceput. Cumva, asta mi se pare contra firii cand anotimpul ploios sopteste parca altceva. Interpusa intre mine si firea lucrurilor, civilizatia ma pune in miscare, ma constringe sa ma mai incordez un an pana cand soarele va incalzi din nou apa si pamantul. Sunt obosit… As vrea o turma de oi. S-o privesc din adapost cum paste in lacustra, sa rumeg sirul anilor, sa ma pot culca odata cu ea.

Chiar daca vor mai fi zile calde, la munte a venit toamna. Culmile s-au incovoiat putin sub pelerina lor verde adancindu-si bocancii in tarana umeda. S-au ungherit pentru taifasul veacului. As vrea sa-mi permit rabdarea lor, nepasarea lor.. De ce m-as justifica vreodata? Barfiti-ma! Umblati-ma cu bocancii vostri! Sapati-ma!

Azi, nu stiu de ce, am deschis Outlook-ul pentru prima data dupa un an. Se implineste exact un an de zile fara corporate email. Am trait si inca mai traiesc acel an biblic care s-a lasat prea mult asteptat. Un an in care firea lucrurilor si-a (c)urmat cursul. O rupere de ritm, desi dorita pe undeva, de neinchipuit pentru multi. Atata timp cand doza te timp liber universal acceptata e intre 14 si cel mult 25 de zile (in cele mai multe cazuri neconsecutive)? Pare infricosator. Este! Si nu pentru ca te gandesti ce vei face dupa acea perioada de „stagnare”, ci pentru gandul ca iti vei iesi din mana si nu vei mai putea functiona la fel de efficient ca inainte; you’re losing your edge cu alte cuvinte. Evident ca-ti pierzi din indemanare stand pe tusa. Odata cu indemanarea dispare si dorinta. Dorinta de a lucra din nou mai ales daca ti se acrise de ceea ce faceai. Acreala asta persistenta te ajuta totusi sa nu-ti mai pese. Intervine „nepasarea muntelui”. Adica o nepasare care nici imacar nu te mai nelinisteste. Stai ferm pe pozitie si ai convingerea ca nici nu se mai numeste nepasare. O vezi ca pe o virtute. Virtutea de ramane pe o pozitie oarecare cand totul pare trecator si umblator. Te reincarci amintindu-ti de meritul de care-ti vorbea marele C., „cioranul cioranilor” (multumim Horatiu!), ca meritul tau nu consta in ceea ce esti ci in faptul ca te-ai dorit sa fi asa.

Deci cum spuneam si eu mi-am dorit sa fiu asa: no email, no meetings, no reporting, no solving other people’s problems, no documents, no boss, no stupid calls. One year, and I don’t think I want to go back to it. Traiesc intr-o zona periculoasa; cea a facerii sau desfacerii cand no Outlook poate insemna chiar no outlook! Sunt pe cale de a deveni altcineva. Palpitaant!

The eight-hour day

Martie 22, 2015

„The eight-hour day, a norm that is still under challenge 150 years later, was first achieved by Melbourne stonemasons in 1855, though it was not established more generally, even in Australia, until the early 20th century. The weekend, making Saturday as well as Sunday a day of leisure, came even later, around the middle of the 20th century in most developed countries.

We need a vision of a genuinely better society. For this reason, the time is right to re-examine Keynes’s vision of a future where economic scarcity, real or perceived, no longer dominates life as it does today.

Read the entire article here: http://aeon.co/magazine/society/john-quiggin-keynesian-utopiav1/

Career evolution

Martie 18, 2015

Programming is hard but:

 

I did it long enough so it began

                         to make sense.

I did it long enough so it begun

                       to be interesting.

Then, I kept doing it until

it bacame easy.

I did it long, very long, until,

it became boring.

Then, I carried on doing it until

it bacame frustrating.

Then, I did it so long that

it became hard again.

It guess I passed my chance to be good at it.

T.K.

„We have certain work to do for our bead, and that is to be done strenuously; other work to do for our delight, and that is to be done heartily: neither is to be done by halves and shifts, but with a will; and what is not worth this effort is not to be done at all. Perhaps all that wave to do is meant for nothing more than an exercise of the heart and of the will, and is useless in itself; but, at all events, the little use it has it may be spared if it is not worth putting our hands and our strength to. …  There is dreaming enough, and earthiness enough, and sensuality enough in human existence, without our turning the few glowing moments of it into mechanism; and since our life must at the best be but a vapour that appears for a little time and then vanishes away, let it at least appear as a cloud in the height of Heaven, not as the thick darkness that broods over the blast of the Furnace, and rolling of the Wheel.”

Viața – un copac

Februarie 24, 2015

În categoria Despre muncă mai scriam despre … muncă. De când caut de muncă nu mai scriu despre muncă; mă gândesc în schimb tot mai des la vorba asta pe care chiar nu-mi mai amintesc unde am auzit-o. Suna cam aşa:

Life is like a tree my friend!
Some, study the roots, others …
pick up the fruits. 

AMR (II)

August 28, 2014

vii  vi  v  iv  iii  ii

Usoare emotii in fata maruntelor atributiuni rasarite nu stiu de unde, tocmai acum inaintea plecarii. Chestii ce tin de ultima zi. Chestii de inchiere, chestii de inceput. Lista creste.

Gandul ca as putea sa nu fac nimic din tot ce-am notat, ma linisteste. O chestie sau doua mi-ar crea probleme, restul nu prea conteaza. Refuz sa ma mai gandesc la ele. Le voi elimina una cate una.

 

Muncă necalificată

August 22, 2014

Dezvoltator Web. Dacă stau să mă gândesc la toate interviurile pentru job-urile pe care le-am luat, realizez că lucrez ca muncitor necalificat. Nu poți să nu te simți măgulit când nu ți se cere niciodată să arăți vreo diplomă sau vreun certificat cărora le acordai toată încrederea. Un test a fost tot timpul de ajuns. (E o constatare, nu fală.)

Răsturnare serioasă a paradigmelor.

Zile pline dar puține

August 10, 2014

Cum nicioadata nu prea am stiut ce vreau sa fac sau ce mi-ar fi placut sa fac, am avut noroc ca imprejurarile m-au impins spre o meserie de neconceput pentru unii, prea putin imbratisata de reprezentantele sexului slab frumos, si care se cauta inca foarte bine (de meserie zic).

De fiecare data cand am cautat de munca, am gasit. Din cauza asta nici nu prea am avut ocazia sa ma bucur de perioade mai indelungate in afara campului muncii; un aspect lipsit de importanta. Faptul care conteaza este ca nu am avut niciodata rezerve suficiente incat sa-mi permita sa nu caut de munca o perioada mai lunga, patru anotimpuri sa zicem, fara sa devin dator vandut iar asta nu am vrut-o nici in ruptul capului. Un an in care as fi avut timp sa-mi reasez gandurile, si, cine stie, poate sa ma reinventez cu totul. O imposibilitate implacabila in calitate de angajat si parinti “enigmatici si cuminti” iesiti din comunism si, ramasi la mana Statului.

Doua saptamani portia de concediu? Patetic. Cu trei saptamani deja sari calul, te simti vinovat s-o ceri, iar colegii intra la banuieli dac-o obtii. S-ar bucura si ei de ea dar nu indraznesc s-o ceara, se gandesc s-o consume mai incolo cand vor trebui sa sustina niste examene la niste cursuri pentru care au facut imprumut la banca.

Doua saptamani…! In prima, bulversat de niste tampenii inevitabile in campul muncii mai ales in ultima zi inainte de concediu, nauc de cap sub efervescenta pregatirilor dinaintea plecarii, abia reusesti sa uiti ca muncesti ca sa traiesti. Nici nu te-ai trezit bine si realizezi ca esti deja in a doua saptamana, in care ai reusit sa te bucuri de cateva zile pline, ale tale, si incepi sa te intrebi daca nu cumva traiesti ca sa ma muncesti. Ce ai acumulat in timpul anului a topit in spate zile cu familia la mare. Te uiti la manutele lor ridicand castele de nisip batatorit. Apoi te uiti in larg si ramai acolo pentru mai mult timp… Ai facut ceva care sa le schimbe soarta si nu vor trebui, la randul lor, sa treaca prin acelasi rahat prin care au trecut ai tai, ai lor, si prin care treci si tu acum? Ce rost mai au?

Castele de nisip

?

Iulie 18, 2014

I-așa frumos afară și nu stiu de ce îmi face impresia că azi au venit la muncă doar premianții, olimpicii și eu, care trebuia să fiu la ștrand cu ăilalți.

..

Viața are grijă să te simiți pedepsit când te scremi prea mult.

Step in with care

Iulie 16, 2014

Changes in a troubled project must be dealt with care.

If your stakeholders are no longer happy with how the project progresses and you feel the urge to make radical changes to show your higher managers that you do anything possible to save the project, step in with care.

A radical change is not the answer unless the stakeholders are not expecting any results for a long time ahead.  It’s like you’ve worked hard to have a light aircraft off the ground, and as soon as you see it flying you expect it to easily evolve into a rocket. Bad!

 

My new role

Iunie 26, 2014

„If the opportunity doesn’t knock, build a door.”

For some time I wanted to put in practice this quote I found on someone’s desk where I worked before. I think that time has come.

Yesterday I sat down with a colleague trying to solve a problem together. The problem was my team’s problem for he has only been asked to help us meet a deadline. The fact that the task was directly assigned to him it made it… his problem.

I was there to only provide him some background information about the work needed to be done and point him in the right direction. As I sat on the desk at his right observing the work he was doing, moving the mouse and typing the code, thinking what goes where and how, I had a revelation: seeing others doin’ it, ain’t that bad. Felt good not having to write code myself. Good to be able to tell others what to do and then wait for it to get done. It would be great if I could do this on a daily basis. I could save my eyesight.

I left the building thrilled by the possibility of putting in practice my minutes old reverie. This sort of excitement I’d never experienced at 5 pm on a working day.

I spent the evening thinking about the whole new world opening up in my mind. How can I make it reality. Would they agree with what I want to do?

What is it that you want to do?

From now on I will be the person in charge with doing what the developers don’t have time doing. Things like: reviewing the code, re-factoring code, improving communication between developers and between developers and the rest of the world, giving developers a second opinion on a problem or idea, listening to developer’s issues and frustration and funnel them to the right ears. I could be their counselor, I could even wear a red nose in certain days to ensure a smooth running of operatives and generally spreading good karma among developers. I could even do some actual work, programming I mean, when I feel is necessary or I have the desire to do so. Because I know the team very well, being one of them, I could advise the Project Manager what skill set a particular task requires and to whom it should be allocated for a good result. I could also facilitate the communication between the Business Analyst and the Developer. Basically, no more quantifiable work for me. No more tasks!

I want to be able to have the ability to delegate tasks but generally speaking no development task should be assigned to me. I voluntarily assign myself tasks to help the team in critical situations.

I could also run routine checks on the application to make sure no new bugs have cropped up.

I could also create and maintain a Developers Wiki to help communicate good coding standards and provide easily accessible information.

Since developers never have time to maintain the version of the software and manage the repository, I could also do that.

See? There is a myriad of things which do not get done because the developers never have time to do it.

Will you let me do it?

 

 

There are people you simply feel comfortable working with. My manager is one of them. The sort of freedom I have from him suits the way I want to work. But not just that. There is a lean exchange of information and frustration is virtually non-existing. In 4+ years not a conflict. Occasional disagreements yes but those were elegantly solved. Initially I treated the absence of professional tension, usually displayed in private sector, as a missing ingredient to achieve success. Quite wrong. Some people need to feel the omnipresence of a strong leader. I don’t. I’m actually quite refractory to authority. I work a lot better when my leader allows me to manage myself. So, we talk trust here. I met a couple of managers in my working life who were like that. I was lucky I guess.

His blue blood family hit by misfortune, left him with no choice but to work for a living. I don’t care if this is true or not, at least fulfils my needs for stories.

With the whole Agile thing going on at work and the stolen project (this is personal (isn’t everything personal?)) we both face one more challenge. How will we resolve it so I do have a job and he remains as composed and detached as ever.

For the past few days I pondered  on the fact whether I should keep my attention on the changes that are being gradually introduced at my work place or I should embrace (good) change as a principle of life. As with any change they do create a certain level of discomfort.

The management is introducing Agile Methodology and all teams will sooner or later be „affected”. For the readers which are not familiar with the concept of  agile working, the internet is already a good source of information and I will just say that it is an organic methodology to ultimately achieve increased productivity from the team of workers which it is being applied on. It is said to have its roots in Lean Manufacturing (also Fordism). Its strength is in the fact that it deals with changes very early in the project lifecycle and addresses them whilst concentrating on the results. The worker’s tasks should note take longer than 2 weeks to complete. This two weeks interval is called sprint. The completion of a project is achieved after a certain number of sprint iterations.

Four years ago we started the project with a small team of three and 16 months later, a fourth person joined the team to help us tie up loose ends before launch and to improve the response for any issues cropping up during the first weeks of life of our product. The launch was kept low profile and the web application we developed had a steady growth and continues to grow with new requirements coming. However I do not want to talk about the success of the project, I want instead to look at the dynamics of our almost self-managed team. We delivered on time and on budget a working product. Business got confident that we can deliver, the budget increased and today, four years on, we are a team of eight people. In the process some people left, some people came to replace them and there was a moment when the team seemed to have lost momentum and it looked like the project was beginning to drift in some unknown direction. These were actually times when we could invest in redesigning and improving parts of the application with self-taught knowledge or use these quieter times whilst the application was running on autopilot to look into new business opportunities. I prefer the latter but under the current contract this proves difficult. How does one grow if his time and presence are measured?

Agile method of working implies stand-ups, which in our project means we all stand up for at least 15 minutes every day and communicate (report) to everybody else what we are working on, how long we estimate it will take to complete and whether anything is preventing us from doing our work. Besides our project coordinator there is also an observer, a consultant, specialising in coaching Agile. I generally do not have a problem with these daily catch ups but when I am busy and focused on my work I find them an unnecessary interruption. It’s an interference with work in progress, when there is nothing new to report. Ok, I got it, this is not for me, it’s for the manager. Four years we managed our selves, our workload and our time. We worked in pairs, we interacted with each other as when and how we needed. Now this question bugs me: how has the management come to the conclusion that we need to be coached Agile?

It seems to be widely accepted that programming is a science but also an art. Do you see a bunch of artists reporting at regular intervals of time what they are working on or how long is going to take them to complete their work? I find this aspect of agile, and the aspect of obsessive meetings of any work method, quite demotivating.

If they asked me before introducing Agile what was really needed to make our work better and the team more efficient, I would have asked them to introduce hierarchy in the team. Instead of bringing  other senior developers, each of them eager to change what has already been done because his method is superior, a second senior developer would have been sufficient to balance the decisions of the first one and the rest should have been developers of medium experience in one skill (i.e front end development because this is the area were our team lacked strength) and junior level in the other area (back end) where he could learn from the more seniors. (I suppose in the current workforce market place I am too pretentious.) Having too many architects introduced the problem of inconsistency in our code. I would trade imperfection for consistency any time.. In fact, what the new developers did was to almost dismiss the existing work on the basis of self skill adulation. In the domain of building cities you do not have this luxury, you must work with what you have. Follow what you have to preserve consistency then have a strategic approach for re-factoring the product with minimum disruption of services.

I would have also suggested a dedicated tester person moved to our office to continually test and provide immediate feedback to us in order to quickly fix problems.

One other idea which could work for our team is to have a dedicated senior developer which could play the role of an assembler. What I mean is that he/she could be assigned less development work but perform more integration work, a sort of architect who requires pieces of working software from the other developers and then glues them together.

To my colleagues I would suggest each of us should try to make the life/work of other person easier by overlooking minor faults and not clinging on them. This way we will benefit from less friction in the work process.

I think this is what our team needs and I hope Agile is a step in the right direction and will put my observations into the light.

 

02.06.2014 update: Today we had our end-of-the-spring-assesment-meeting.

At the end of every 2 week sprint we meet to discuss what went well and what went not so well during the sprint. We list the good things and also the bad things. Sometimes an item shows on both lists like it happened today, the Daily stand-ups showed on both. :-) We propose solutions to each problem we identify and we bullet point those on a white board with maximum visibility to the team. We then vote. Each team member looks at the list of identified issues and votes according to his opinion and/or priorities which should be addressed in the new sprint. At the end of the voting, the more critical aspects will reveal themselves. We choose three of them and try to address them during the next sprint(s). I think I like Agile but I’m too old for sprints.

The coach said, in Agile we try to make everyone take ownership of the product (the code in our case).

03.06.2014 update: I am not yet convinced about the necessity of the daily stand-ups.

Sometimes they appear necessary but after yesterday’s stand-up and the 1 hour sprint review at the end of the day yesterday, I am really not looking forward to today’s stand-up. I feel demotivated and thoughts of leaving the project started to come back after some time in which I thought we found the right working formula. Do I again kill this miserable soul and go ahead fulfilling the role or do I go where I should have gone a long time ago, my way? Perhaps this is one of the purposes of Agile, to refresh the team with new blood.

Why do workers leave? (06.06.2014):  Because they are not the organisation. Because their will does not count too much and they are expected to leave when disagreements arise. There ore other reasons but they are not worth mentioning here.

11:4o am: working away, Beethoven concertos in my ears (). If you wanted to take the human factor into account, I could do without this meeting due in 5 minutes.

12:00pm: done. deadlines were reminded at the end of the stand-up. I don’t really care too much about those partly because I usually complete my work on time. It takes what it takes, however long is necessary to complete the work without anxiety and enough breaks to make it feel less like a toil. With the amount of work ahead of me I do not think I’ll make the deadline. The challenge is not to give in to this thought, stay serene, keep making my work interesting which means slowing down enough to be able to experiment new things and last but not the least, bogging about it.

 

04.06.2014 update: Could daily stand-ups be targeting introvert-ism?

05.06.2014 update:How long do you think this piece of work will take?

– I don’t know exactly. When you go to doctor do you ask him how long is going to take him to operate your appendix?

 

10.06.2014 update: Lunchtime inter-team work games was announced. The scope is to enhance the collaboration outside the scope of our project. I have the feeling I stayed beyond the point at which dignity is loosing its teeth. Agile is gently becoming aggressive. I feel the need to stick to my self preservation philosophy: I’m an old dog and I don’t want to be re-trained

Why these changes alienate me from my work? Because they are rather imposed on us as ‘good practice’ instead of coming as a necessity from within the team.

After today’s stand up more classical ensued..

And this launches me into strangely remote thought: Do you want to find out if Steve Mc’Queen made it to freedom when he answered his friend Does it matter?” and jumped into the ocean? There is only one way to find this out: I should jump out into the unknown too.

The scene of:

DH:” -Do you think it’ll work?”

SMcQ: „-Does it matter?”

 

 

12.06.2004 update: I did not want to attend the stand-up today. I felt the meeting and the presence of the consultant intrusive. Even more so as I am not an employee, I am a consultant myself. After four years life’s supposed to get better not worse.

Imagine you are at home enthralled in your favourite text and someone rings your bell, every day, at the same time. Except that I sit at my desk with enough work for the rest of the month, which by the way, I just managed to make it seem interesting, and the Outlook Daily Meeting reminder pops up. WTF!

I refused to make myself available for today stand-up and I left 5 min before it started. I returned half an hour later and I haven’t seen the manager or the coach. No one said anything, yet. they will probably bring it out in front of every one at the next stand up tomorrow. Do I give them the chance to do it or do I refuse the meeting again? I am thinking of attending it to see how they deal with my absence today.

 

13.06.2014 update: I spilled the beans. To avoid potential conflict I told the manager I am not happy with the fact that I need to work agile. The reaction was positive. He will raise it to superiors and asked me to wait to see what they will say. It is getting interesting. It will probably be the highway. They will also maybe thinking what they did wrong. Probably nothing. It is just me not wanting to work under current conditions. Not sure about the others but the feeling is that the daily stand-ups seem a bit too much. They do obey them though.

16.06.2014  – 10:35am update: Very early this morning I woke up and it occurred to me that the Agile could have an eavel effect – it turns the managers in control freaks and the developers into quiet puppets or just developers.

In today stand-up, which I attended, it has been announced that it has been realised this is indeed not the right time to have the lunchtime teams game. My reaction had some effect.

17.06.2014 update„I am what I am and what I am needs no excuses…” 

I think I ought to end this post and I think this is a good time. I refused the stand-up meeting today and I returned just in time to bump into the consultant which run it since the manager was not in. We had an amiable discussion standing by the building door. Nice chap which i think he understood my points. I am what I am and it takes what it takes. If they tolerated or liked my work for the past 4 years it’s for them to think about. Obviously not expecting him to stop doing what he is here to do. At least he’s also aware of my position and will not need to wonder in the next meeting if I’m in or not.

18.06.2014 update: Only if you could stop „the windmills of your mind”. I had to come back with this comment.

The team should not care if I care. Each one should care about his work getting done. Working in a group should not result in imposing the group upon the individual. I think this is what Agile is insidiously driving at. Eventually the individual will give in to the group.

Coach, what do you feel? And please don’t answer with the text book, just tell me what you feel Agile is doing. And if you’re not able to feel, it means to me you are applying Agile top-down, which is wrong

19.06.2014 update: Tomorrow stand-up has been cancelled.

Is the Agile gone? Should I call it a victory? Don’t think so. It will probably come back wearing a different hat when the heat of deadlines are way behind. Let’s see what next week will bring.