> I think the key phrase in the parents comment is "agile manifesto". ... One of the most important skills of a senior dev is a well developed bullshit detector
It seems that your gripe is mostly targeting "agile" and the related jargon. I remember clearly when the agile hype started and I was pretty disgusted by it ... just a bunch middle managers getting expensive certifications and inserting "process" that was getting in the way of productivity.
But I've come around. Developers have always been "agile" (although they didn't call it that), it's just that engineering management was not. Before, managers liked to create giant specs dictating everything and flow charts with unrealistic timelines. "Agile" really changed that. Now the more modern trend is small iterative improvements, and more direct contact between developers and customers.
If you view the agile hype as directed to engineers, it fails. But if you see it as enlightening engineering management, it far more palatable. Sure, engineers see "agile" as new words to describe the same thing they were already doing, but for many managers, it was something pretty new. Agile encouraged managers to get out of the way, and to allow developers to operate in the way they were most comfortable.
Maybe agile is over-hyped, but it's still a big and impressive development.
But even if you don't buy that, guess what, every engineer has an engineering manager managing them. If your manager is learning a bunch of new lingo and processes, it definitely behooves you to learn what they're learning before they do, to get in front of it.
My point is only to keep learning and staying abreast of industry developments. Even if they seem like BS to you, they may not to the people around you.
Also agile did not made managers go out of way. They have daily standups, sprints, tiny 4 hours long max tasks to track and and generally more day to day control and more ability to poison every single day instead of just some days.
There are plenty of good or irrelevant managers that poison nothing. But those who do are not minimize by agile at all.
It seems that your gripe is mostly targeting "agile" and the related jargon. I remember clearly when the agile hype started and I was pretty disgusted by it ... just a bunch middle managers getting expensive certifications and inserting "process" that was getting in the way of productivity.
But I've come around. Developers have always been "agile" (although they didn't call it that), it's just that engineering management was not. Before, managers liked to create giant specs dictating everything and flow charts with unrealistic timelines. "Agile" really changed that. Now the more modern trend is small iterative improvements, and more direct contact between developers and customers.
If you view the agile hype as directed to engineers, it fails. But if you see it as enlightening engineering management, it far more palatable. Sure, engineers see "agile" as new words to describe the same thing they were already doing, but for many managers, it was something pretty new. Agile encouraged managers to get out of the way, and to allow developers to operate in the way they were most comfortable.
Maybe agile is over-hyped, but it's still a big and impressive development.
But even if you don't buy that, guess what, every engineer has an engineering manager managing them. If your manager is learning a bunch of new lingo and processes, it definitely behooves you to learn what they're learning before they do, to get in front of it.
My point is only to keep learning and staying abreast of industry developments. Even if they seem like BS to you, they may not to the people around you.