I did, actually. One was a “good” manager because both my team and the customer were fully committed to agile and he (along with the tech lead/senior dev) ensured requirements were well-defined and locked by the time they reached the team; the other was good 'cos she kept all the shit from upstream management - many layers or course - from hitting the team’s fan (we noticed when she left).
These are the exceptions.
Let me rephrase: do management tasks require someone full-time and/or can they be diluted throughout the team? Does one need to be managed to work well?
it just depends on the specifics. a manager (or management team) can theoretically offload administrative stuff in big organizations that would overwhelm everyone at the edge to distribute
I did, actually. One was a “good” manager because both my team and the customer were fully committed to agile and he (along with the tech lead/senior dev) ensured requirements were well-defined and locked by the time they reached the team; the other was good 'cos she kept all the shit from upstream management - many layers or course - from hitting the team’s fan (we noticed when she left).
These are the exceptions.
Let me rephrase: do management tasks require someone full-time and/or can they be diluted throughout the team? Does one need to be managed to work well?
it just depends on the specifics. a manager (or management team) can theoretically offload administrative stuff in big organizations that would overwhelm everyone at the edge to distribute
I can’t shake the feeling that administrative stuff only grows because people need to justify their jobs.